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HomeMy WebLinkAboutRESPONSE - RFP - P815 DOWNTOWN STRATEGIC PLAN (6)18 January 2001 C'v'T.S >Urban Designers >Planncre Mr. James B. O'Neill >Landscape Architects Director of Purchasing and Risk Management Purchasing Division City of Fort Collins 215 North Mason Street 2nd Floor Fort Collins, Colorado 80524 Dear James, Civitas and our team want to thank you for the opportunity to submit a proposal for the Fort Collins Downtown Strategic Plan. Downtown Fort Collins has long been viewed as one of the most successful downtown business and retail areas in the State of Colorado. The strategic planning process that you are about to begin is a critical element in the continued success and economic strength of the area. Civitas has assembled a team of professionals with extensive national downtown planning and development expertise. Our team is well suited to helping the City of Fort Collins prepare this strategic plan and assist you in working through the issues delineated in the RFP and others that no doubt will arise throughout the process. This team has been selected because of our understanding of the problem, our experience in similar communities, and our ability to be flexible throughout the process to work with City staff, the DDA, the community and business groups. PRINCIPALS Civitas, Inc Ande+sun Civitas will not only be the lead contracting consultant, but will also lead the °'"'°hnson public participation and urban design portions of the scope. Eric Anderson will ET0 F ` t11 be Principal in Charge of the project, Liz Lancaster will be our Public Participation Ana M.lh° Advocate, and Dick Farley will be the lead urban designer. Urban Marketing Collaborative A s s° C I AT E S Urban Marketing Collaborative will lead our market analysis and retail analysis for R,oho d C Fail,, the Downtown area. Maureen Atkinson will lead the UMC team in preparing El.,,ib <h I. —a—, market information, branding concepts, and generating strategic marketing plans reed Mead for successful implementation of the plan. Mark ho,1,,, C,alg V ke Progressive Urban Management Associates, Inc. (PUMA) With experience in 22 states, PUMA is a national leader in the field of downtown management specializing in public/private partnerships, special district financing and market -based planning. PUMA will work with downtown's stakeholder groups to develop an organizational blueprint that will sustain improvement efforts for the long term. The PUMA team includes president Brad Segal, market 1200 Bannock street analyst Pamela Phox and research associate Anna Jones. Denver, Colorado 80204 Tel 303 571 .0053 Fnx 303 825.0438 Most critical for that integration is the combining of what is identified in the RFP as the first phase of the Comprehensive Parking Plan with the Public Participation process for the overall study. Definition of Issues, Issue Analysis, Existing Conditions, and Exploration of Strategies need to be done in unison with the other elements of the Downtown Strategic Plan. Parking is and will be a critical Issue, and an important part of any solution. Truck and Freight Delivery/Mobility Issues As with the Comprehensive Downtown Parking Plan this task should be initially linked to the overall Downtown Strategic Plan process to ensure that these type of issues are identified in the context of the overall plan. Concurrently with that effort we would meet with City staff to refine the expected scope of services. Based on the outcome of issue definition within the overall plan process and discussion with city staff we would proceed with a functional scope as outlined in the RFP. District Level Transportation Circulation/Impact Studies The City of Fort Collins has in place the most comprehensive Transportation Impact Study of any community in the Front Range. These study requirements address a multi -modal approach to understanding the short and long-term impacts of a proposed development. We believe the use of these guidelines as a part of this downtown strategic planning effort will provide an effective measure of determining how proposed alternatives will address key City transportation policies during the analysis of alternatives, not just as development is officially proposed to the city as typically is the case. We have included in our scope a multiple step process to address the expectation described in Appendix C Scope of Services District Level Transportation Circulation/Impact Studies. Our approach would provide the initial TIS analysis for the current vision plan expectations for downtown. This would service as the baseline (null alternative) assessment. Other alternatives would then be compared to this baseline to determine to what extent they more effectively support the downtown vision. Additional sight specific alternatives (i.e. Hotel/Convention Center would be considered as a component of the baseline or other alternatives as desired) Planning and Urban Design (Civitas, Inc.) The aesthetic quality of downtown must be maintained and create interest in order for the downtown to remain successful. Our approach to understanding the design issues will be to observe the existing conditions, noting any shortfalls that we see, and also working with the downtown user groups to understand any possible improvements that they see as needed. This information will be reviewed by our team and the Technical Planning Team to verify the findings and to prioritize and strategize what improvements should be pursued in the future. The possible design improvements will also be analyzed with the market and retail information generated by PUMA and UMC to address how possible improvements could affect market conditions, along with the recommendations for parking and transportation improvements. Project Infrastructure Assessment (BRW/URS) A general understanding of the status of the infrastructure in the downtown will be needed to get a feel if there are any changes needed to the design of the roads, sidewalks or other infrastructure elements that might further the success of the downtown vision. We will package existing information regarding the infrastructure systems in place downtown and include that information in the existing conditions report. We intend to make use of the City's GIS database and interaction with appropriate city staff to create this assessment. We will make use of visual and mapping presentations to effectively present this information. Based on the development of project issues we will provide concept engineering support for possible infrastructure Improvements. Administration and Implementation (Civitas, Inc. with the Team) Administration Throughout the process, Civitas will be the lead point of contact and the contracting entity for the project team. Civitas has set up a two tier system for administration of the project. Eric Anderson will be the lead contact point and will assist the Technical Planning team and Steering Committee in making sure all documentation, meeting notes and reports are reviewed and distributed. He will also monitor the contract, progress and overall project schedule. Liz Lancaster will lead the public involvement process and will be in charge of scheduling and running the Technical Planning Team, Steering Committee, focus Groups and General Public meetings. Liz will also be in charge of coordinating the numerous one on one and key person meetings that will be attended by various members of our team. Implementation Our entire public and technical process for the Strategic Plan will be based on implementable outcomes from the information generated. We will prioritize the recommendations during Task 6 and develop strategies and actions that will need to be taken in order to implement the recommendations. This process will be through the input of the Technical Planning Team and the Steering Committee with reviews by the various stakeholders, city agencies, boards and council. The recommended implementation process will include at a minimum: • Downtown Organization recommendations • Development Opportunities and Feasibility • Business Mix • Amenities recommendations • Target Markets • Key projects and priority sequence • Parking, Service and Transportation recommendations with sequencing • Important Linkages and connections • Market plan for retail downtown and each district Retail recruitment and retail retention programs • Areas of responsibility and time line for each recommendation City of Fort Collins Downtown Strategic Plan Project Approach The Team We have brought together a team of experts for the creation of the Fort Collins Downtown Strategic Plan that will individually, and together address the issues specific to this project. This team of consultants has worked together in various combinations on numerous other projects involving similar scope and challenges. We will work with the City to create a realistic long term vision for downtown which takes into consideration the unique character and feel associated with Fort Collins. Civitas, Inc., Denver, Colorado Civitas will be the lead contracting consultant, prepare the urban design portion of the project, and lead the public involvement process. Eric J. Anderson, Principal in Charge Elizabeth Lancaster, Public Process Advocate Richard Farley, Lead Urban Designer Urban Marketing Collaborative (UMC), Toronto, Canada UMC will lead the market analysis and retail analysis portion of the project. Maureen Atkinson, President and Senior Consultant John Williams, Principal John Archer, Research and Analysis Progressive Urban Management Associates (PUMA), Denver, Colorado PUMA will prepare the Organizational Blueprint, public/private relationships, project financing and market based planning. Brad Segal, Principal Pamala Phox, Market Analyst Anna Jones, Research Associate URS, Denver, Colorado URS will lead the traffic, parking, service and infrastructure portion of the project. Rick Ensdorff, Senior Associate, Transportation Planning Tim Baldwin, Senior Associate, Transit Planning Carl Walker, Inc., Denver, Colorado Working with URS, Carl Walker, Inc. will lead the parking portion of the project. L. Dennis Burns, Parking Operations and Management Matthew Inman, Parking Operation and Management Scot Martin, Functional Design Mile High Development, Denver, Colorado Mile High will assist the team in development issues, project feasibility, housing and real estate financing. Bill Mosher, President Attached are Individual resumes for all key personnel assigned to this project. City of Fort Collins Downtown Strategic Plan — —.—.— -- Project Team CIVITAS About the Firm Urban Designers Planners Landscape Architects Streets and Public Spaces Who We Are Civitas was founded in Denver, Colorado in 1984 to provide the highest quality urban design, planning, and landscape architecture Campus Design and Planning services. The firm has since become an established, interdisciplinary group of Development Planning professionals including urban designers, architects, landscape architects, city planners, graphic designers and construction managers. This diversity provides Transportation and the capability to program, plan, design, and implement a range of project types Infrastructure from downtown spaces to neighborhoods, urban parks, campuses, and infill redevelopment projects. Urban Landscapes Community Planning What We Stand For Civitas is committed to the improvement of urban environments. Our goal is to promote urbanism and environmental and Design quality as a way to protect what we value in our unique region. Our staff, Identity and Graphics project experience, and philosophy emphasize the use of design to address the broadest range of design and planning issues. Urban Parks Gardens What We Believe The Answer is in the Problem. We believe that the improvement of Recreation and Open Space communities depends on understanding local people, place, and economic forces. Successful design grows from this knowledge, which is attained through looking, listening, and testing many ideas. Design Must Create a Genuine Sense of Place. The look, feel, form, and function of design must reinforce the best qualities that make each place unique, authentic, and long-lasting. It's About People, It's Not About Us. It is not important for Civitas to have a style, or to leave a mark on every project. Our highest objective is to see our work venerated through the enjoyment of the people who use it. We believe that the quality of the place is fundamental to the quality of life. CIVITAS Core Services '.���_ -- Civitas has developed significant expertise in the full range of services needed to take projects from idea to reality. Project Definition Civitas uses a combination of analysis and brainstorming to ensure that the widest possible range of ideas are tested against hard facts. Program Development Civitas is skilled at refining objectives, evaluating needs with divergent interests, and fixed resources. Development Planning Civitas provides site analysis, development concepts, and detailed planning to achieve the best use of the site, economic viability, and long-term value for projects. Our site planning experience extends to every project type at all scales of complexity. Detailed Project Design Civitas has developed detailed project design and construction documents for well over $200 million in built work ranging from large landscapes to downtown streets, bridges, tunnels, plazas, campuses, signs, lighting, furnishings and identity elements. The technical knowledge and production capability of the firm can match any challenge. Construction Management Civitas has in-house construction management expertise to ensure that costing, scheduling, and quality control objectives are met on the drawings and in the field. Zoning and Design Guidelines Civitas has achieved zoning for specific redevelopment projects and for large, mixed -use development parcels. We have prepared design guidelines that apply to residential, commercial, industrial, mixed -use, retail, and campus environments. Community Involvement People today expect to impact the outcome of public and private projects. Leading and managing this process toward consensus is one of Civitas' greatest strengths. Whether they are neighbors, agencies, staff, or competing departments, our staff has developed facilitation skills and techniques that achieve success. CIVITAS "Historic Imn aer Square Revitalization d Sneetscape Design" Forms Dernws enrntainment and shopping ,,� destination. civitas Orpa ed the matter plan and design documents for the Square and the Bull and Bear Courtyard. The design emphasizes the historic setting using custom gas lights, planters, stone paving, and appropriate fumishings. Denver, Colorado No Text a e t k. A�tia_ CIVITAS Fort Collins Mounmin Vism Plan: Sneer Design, CO CIVITAS The City of Cheyenne hired the Civitas team to help them place viable, sustainable uses in the Historic Union Pacific Depot in lotver downtown Cheyenne. The project was led by Civitas and has helped the City understand the limitations of the historic building and to identify possible uses that could fit within the space and also identify uses that the community would like to see in the Depot. The process consisted of preparing a market study of the area, a thorough study of the building and the development of an activation strategy for the lower downtown area. The final solution includes a mix of uses including a restaurant, a museum and office space. A major civic plaza was also developed in from of the building to help activate the downtown area. Cheyenne, Wyoming. CIVITAS URS Corporation Rick Ensdorff from URS will lead the traffic, transportation, parking and infrastructure effort for the project. Rick's history and experience with the City of Fort Collins, and the support that URS brings to the project will help to coordinate the transportation issues to make sure that they support downtown Fort Collins. Assisting URS with the parking analysis will be Carl Walker Inc. L. Dennis Burns will lead the parking effort with assistance from Matthew Inman and Scot Martin. Mile High Development Bill Mosher from Mile High Development will assist our team in reviewing the possible redevelopment strategies and uses for the downtown area. Bill's experience in working in both the downtown and development arenas will be invaluable to our team. Bill will be our development advisor, including feasibility of major projects, housing and real estate finance. We are excited about the opportunities that Downtown Fort Collins can offer to the local and regional community. Our team has the experience and knowledge to assist the City in keeping downtown successful and has the ability to generate a strategic plan that will take downtown into the next successful cycle. After you have reviewed our proposal, we would be happy to meet with you to discuss our ideas and strategy for implementing a successful plan. We look forw Frd to talking with you. ncer y, Eric 1 A derson, ASLA Civit s, I c. MILE HIGH COMPANIES Mile High Companies includes Mile High Development, LLC and Mile High Properties, LLC. Mile High Development provides development, construction management, and design/build services. Mile High Properties provides facilities management, tenant services, asset and property management, finance and accounting services, engineering services, real estate investment sales, office & retail brokerage. MILE HIGH DEVELOPMENT, LLC Mile High Development, LLC ("MEID") was created in August, 1999 by George Thorn, Richard O'Brien and Bill Mosher to complete existing Mile High Properties ("MHP") development projects and undertake new development opportunities. MHD provides both development and construction management expertise. MHD is a veteran of large-scale developments. Of particular note, is the Colorado Center development located in Southeast Denver at Colorado Blvd & Interstate 25 adjacent to a planned light rail station. Colorado Center is a 1.5 million square foot mixed -use project currently being developed in partnership with Teachers Insurance and Annuity Association. More recent development included a 275,000 square foot Class A office tower (Tower 11), a 900-car parking garage and a 132,000 square foot retaillentertainment complex that includes a 15 screen United Artist theater. Other improvements completed include a 180,000 square foot office tower, known as Tower I, a 60,000 square foot office building and a 600-car parking garage. A 400,000 square foot office tower (Tower III) is now under design. In addition, in partnership with Opus Northwest, Mile High Development co -developed the new 500,000 square foot government/office/retail complex in Lakewood, Colorado, known as Lakewood City Commons. This mixed use public -private partnership includes a City of Lakewood performing arts center; 150,000 square foot Lakewood,w� City Hall; a library for Jefferson County; and 310,000 square feet of privately owned retail space that includes a Cub Foods, Old Navy, Ross Dress for Less, and others. Lakewood City Commons opened in June 2000. MHD is currently building a $200 million, 700,000 square foot office complex for the City and County of Denver. The design -build project includes renovation of the 86,000 square foot Annex I and construction of a 12-story 610,000 square foot tower with 630 underground parking spaces. Completion is scheduled for October 2002. Civic Center Office Building Inc., a Colorado non-profit corporation created by MHD, will own the complex and lease it back to the City for 25 years. MHD financed the project with Certificates of Participation secured by the lease. MHD manages the design & construction process. Mile High Properties will manage the facility when it is completed. Mile High Development is in the pre -development stage of a 300,000 square foot, 136-unit residential condominium project being developed with the Rickenbaugh Family Trust at a and Broadway in Denver. A second phase of the project includes another 120 residential units, or a 55,000 square foot build to suit office opportunity. Finally, Mile High Development is focused on various mixed -use development opportunities at existing or proposed light rail stations along the southeast I-25 corridor. MHD has the ability to work in a complex political environment to maximize these opportunities by working closely with land owners, the City of Denver, the Regional Transit District (RTD), Colorado Department of Transportation (CDOT), and other governmental entities. PROGRESSIVE URBAN MANAGEMENT ASSOCIATES Onhi 1616 SEVENTEENTH STREET, # 262 DENVER, (OLORADO 80202 TELEPHONE: 303/628-5554 FAX: 3 0 3 / 6 2 8 - 5 5 5 7 www.pumaworldhq.com C 0 N S U LT 1 N G__ S_E RV I_C E S_______________________________ Progressive Urban Management Associates (P.U.M.A,) is a national leader in the emerging field of downtown and business district management. P.U.MA.'s approach is market -driven and results -oriented, providing management, marketing and economic development services to help communities compete in a changing economy. ■MANAGEMENT DISTRICTS Management districts, or business improvement districts (BIDs), have proven to be effective at maintaining, managing and marketing downtowns and business districts. P.U.M.A. brings experience from throughout North America and a track record of success to BID development, start-up and operational challenges. BID Creation, Expansion or Renewal: P.U.M.A. works with communities to start, renew, expand and consolidate management districts. P.U.M.A. facilitates a participatory process that engages property owners, merchants, residents and other stakeholders to determine priorities and develop an overall management game plan. The result is a management district crafted to fit local markets, politics and legislation. BID Program Start -Up: Having experience as down- town practitioners, as well as consultants, P.U.M.A. can assist in initiating new programs after a BID has been established. Start-up activities include board development, executive search, budgeting and inter -governmental relations. BID Management Audit: P.U.M.A.'s BID audit provides a third party evaluation of BID structure and operations. A BID audit may explore program budgets, assessment methods, service deployment, administrative practices, governance structure and other issues. Our audit can be helpful in defending, improving or refreshing a BID. IN ORGANIZATIONAL DEVELOPMENT P.U.M.A. helps to create, grow and refocus public/ private partnership organizations that maintain, market and manage business districts. Organizational Development: P.U.M.A. creates business plans and growth strategies for effective public/private partnership organizations that advance downtown and community development. P.U.MA. is a pioneer in the entrepreneurial holding company approach to downtown and community development, creating multi -dimensional organizations that deliver advocacy, maintenance and security, marketing and special events, parking and transportation, economic development and other services. Strategic Planning Retreats/Workshops: P.U.M.A. designs and facilitates tailored retreats for organi- zations to gain consensus on strategic planning, budgeting, work programs and marketing objectives, providing the vision and focus necessary for success. Community Development and Capital Formation: PUMA conducts feasibility analysis and operational planning for community development organizations and projects. We offer experience in forming public/ private financial partnerships through revolving loan funds, bank community development corpora- tions, microenterprise initiatives and other mechanisms. ■MARKET -BASED DOWNTOWN PLANS Working in concert with some of North America's most well -respected market analysts, P.U.M.A.'s market -based plan merges a keen understanding of the marketplace with organizational development to create a downtown niche strategy and the tools to implement it. Market -Based Downtown Plans: Market -based downtown plans evaluate trends, demographics, community attitudes, stakeholder perspectives and competitive destinations to create a distinctive niche and positioning strategy for downtown. To capitalize on market opportunities, recommendations are developed for public/private partnerships, refining organizational mission, objectives and structure, creating effective programs and services, and mobilizing capital for implementation. Business Recruitment, Retention and Incubation: P.U.M.A. helps communities create sensible and cost-effective approaches to business retention, recruitment and incubation, thereby diversifying and strengthening a community's economic base. Downtown Marketing Tactics: P.U.M.A. creates marketing tactics for communities large and small, developing identity campaigns, improving existing events and publications, and creating new promo- tions. Stakeholder marketing workshops are designed to engage merchants and property owners, helping them build "ownership" in strategies and participation in implementation. IGRESSIVE URBAN IAGEMENT ASSOCIATES Anchorage Downtown Partnership, Anchorage, Alaska Arvada Urban Renewal Authority, Arvada, Colorado MW Association for Portland Progress, Portland, Oregon Buckhead Coalition, Atlanta, Georgia Capitol Station District, Sacramento, California Central City Association of Los Angeles, Los Angeles, California Cheyenne Downtown Development Authority, Cheyenne, Wyoming City of Boulder, Boulder, Colorado City of Broomfield, Broomfield, Colorado City of Fort Collins, Fort Collins, Colorado City of Louisville, Louisville, Colorado City of Oklahoma City, Oklahoma City, Oklahoma City of Pasadena, Pasadena, California City of Pueblo, Pueblo, Colorado City of Springfield, Springfield, Missouri Community Redevelopment Agency of Los Angeles, Los Angeles, California Denver Community Development Corporation, Denver, Colorado Denver Indian Center, Denver, Colorado Denver Union Terminal, Denver, Colorado Downtown Action Team, Albuquerque, New Mexico Downtown DC BID Corporation, Washington, D.C. Downtown Kingston Management District, Kingston, Jamaica Downtown Lincoln Association, Lincoln, Nebraska Downtown Partnership, Colorado Springs, Colorado Downtown Partnership, Inc., Des Moines, Iowa Downtown Phoenix Partnership, Phoenix, Arizona Downtown Sacramento Partnership, Sacramento, California Downtown San Diego Partnership, San Diego, California Downtown Seattle Association, Seattle, Washington Downtown Spokane Partnership, Spokane, Washington Downtown Stockton Alliance, Stockton, California Economic Development Corporation of Kansas City, Kansas City, Missouri Edmonton Downtown Development Corporation, Edmonton, Alberta El Cajon Chamber of Commerce, El Cajon, California Escuela Tlatelolco, Denver, Colorado Fashion District BID, Los Angeles, California 16 SEVENTEENTH STREET Fort Collins Incorporated, Fort Collins, Colorado Fremont Street Experience, Las Vegas, Nevada Hollywood Media District, Hollywood, California u i T 1 2 6 2 Houston Downtown Management Corporation, Houston, Texas Lakeshore Avenue Business District, Oakland, California Lowry Redevelopment Authority, Denver, Colorado NVER, COLORADO 80202 Montana Tradeport Authority, Billings, Montana NewTown Macon, Inc., Macon, Georgia Northeast Denver Housing Center, Denver, Colorado LEPHONE: 303/628 5554 Regina's Market Square, Regina, Saskatchewan Sacramento Housing & Redevelopment Agency, Sacramento, California Van Nuys Boulevard Auto Row, Los Angeles, California �R: 3 0 3 / 6 2 1 - 5 5 5 7 Wichita Area Chamber of Commerce, Wichita, Kansas 1/01 Firm Introduction URSBRW is an interdisciplinary consulting firm offering a full range of professional services in the areas of comprehensive and land use planning, development economics, urban design, public participation, transportation planning, traffic engineering, civil and structural engineering, and landscape architectural design. URS/BRW's unique, interdisciplinary team approach provides the full range of skills required to deliver innovative and effective services to its clients. URSBRW believes in a working project management staff with all project managers, task managers and senior professional staff actively involved in conducting and carrying out a project's work tasks. Our philosophy has proven effective; UIRS/BRW was named the 1992, Distinguished Colorado Planning Firm by the American Planning Association, Colorado Chapter. BRW was founded in 1956 in Minneapolis, opened its Denver office in 1982, and has been providing planning, urban design, landscape architecture, civil and structural engineering, transportation planning, traffic operational assessment, environmental analysis, and utility design services to our public and private sector clients throughout the Rocky Mountain region. The firm's interdisciplinary approach to planning assignments ensures that the relationship of land development to the urban form -giving elements; the transportation, market conditions, parks and open space, and environmental systems are thoroughly understood and analyzed. Recently, BRW has combined with URS, and is now part of a 16,000-person firm. This means that our project team has significant resources to quickly address issues not anticipated prior to initiating the planning process. Therefore we combine the best aspects of a small, focused project team backed by a large resource pool ready to help where needed. URS URS Parking Experience Pepsi Center Transportation Services Denver, Colorado URS was hired to provide transportation planning and design services for Denver's new NBA, and NHL event arena, and to design specific elements of the transportation infrastructure including ITS elements. The arena was built directly adjacent to downtown Denver and within one mile of Denver's professional baseball stadium, Coors Field. The location of the Center, and the existing traffic patterns in the area posed some interesting transportation, pedestrian, and parking puzzles. URS produced a "Traffic and Parking Operations Manual" that created operational guidelines for pedestrian, and parking patterns for all types of Pepsi Center events, as well as for the adjacent areas of downtown. This manual also shows specific traffic control officer locations and the messages to be displayed on the VMS and fiber optic blank out signs. The plan was designed to managed by on -site operations personnel during every event at the Pepsi Center. Coors Field Transportation Services Denver, Colorado URS was selected to develop alternative parking, transit, and traffic access scenarios for Denver's new Major League Baseball Stadium. The project included URS leading an assessment of the impacts, costs and service quality of alternate approaches to providing stadium site access in Denver's historic Lower Downtown district. This study also included an inventory of parking supply, current parking uses, an evaluation of likely fan parking locations, and an assessment of the resulting traffic and pedestrian flows within Lower Downtown and surrounding areas. Boulder Downtown Parking Study Boulder, Colorado URS was chosen to conduct a use assessment of public parking spaces in the downtown core area of Boulder, Colorado. Parking was perceived to be difficult in the downtown area and the City needed data on parking to assess the availability and characteristics of parking. URS first performed a site inventory of all public parking spaces in the downtown. Then, a two day study of parking characteristics was performed that included occupancy, duration, and turnover data for all public parking from 6 am to 8 pm on both a weekday and weekend day. Downtown Fort Collins Parking Plan Fort Collins, Colorado URS (formerly BRW) led the development of the Downtown Fort Collins Parking Plan, which included the management of six public surface parking lots, one parking garage, and the enforcement of all downtown on -street and off-street parking. On a yearly basis, all downtown parking was studied to determine turnover rates, hourly occupancy, and frequency of use. Denver Art Museum Parking Study Denver, CO A major complaint of patrons visiting the Denver Art Museum was the perceived lack of adjacent parking. URS was hired to investigate parking characteristics adjacent to the Museum and to provide recommendations for solutions to the problem. The study concluded that there was adequate parking in the adjacent area to meet parking demand, however there wasn't enough information available to Museum patrons explaining where that parking was located. As a result of the study, the Denver Art Museum began distributing parking information with event tickets, and also posted this information in newspaper ads. A signing plan was also developed to give the adjacent parking areas a consistent feel, which identified them more closely with the Museum. Central Platte Valley Transportation Management Plan Denver, Colorado URS performed a parking availability and characteristic study for areas surrounding the Central Platte Valley in Denver, Colorado. The Central Platte Valley contains uses like the Pepsi Center, Mile High Stadium, Elitch Gardens, Colorado Ocean Journey, The Children's Museum, the REI flagship store, and many others. One component of the transportation plan was parking. URS was asked to assess the parking needs of the CPV as a whole rather than as individual parts. This was important because many of the uses had different operating characteristics and peak times, and it was possible for them to share parking. As part of this study URS performed a parking inventory of spaces within a 15- minute walk of the attractions and determined available spaces during different times of the day and week. After this was complete, the operating characteristics of each attraction were overlaid with one another to determine the peak parking demand, and the likely parking demand by time of day, and day of week. Recommendations about parking supply and management were made based on this data. Downtown On -Street Parking Management Plan San Antonio, Texas URS completed a downtown parking inventory and management plan for the core downtown area of San Antonio, Texas. The study considered all on -street parking to determine existing conditions, and development of new methods and strategies to better utilize the on -street space. Key elements of the study included the definition of sections or districts within the downtown, monitoring of existing parking conditions, and the creation of a new plan for downtown on street parking. Of special interest was the downtown River Walk Area and the need for both customer, employee and delivery/freight parking. URS Infrastructure Experience Central Platte Valley Overall Urban Design Plan Denver, Colorado URS (formerly BRW) was selected to develop an Overall Urban Design Concept Plan to guide design of all public infrastructures improvements in the Central Platte Valley, an area of approximately 300 acres of former rail yards adjacent to downtown Denver. The CPV Plan identified major public infrastructure improvements including bridge and viaduct replacements; regional access improvements; enhancement of existing open spaces and the creation of the new neighborhood and regional parks; establishment of a secondary roadway system to support existing and future development; definition of a multi -modal transportation center adjacent to the Denver Union Terminal; recommendations for location of new regional attractions, including a major amusement park, baseball stadium and freshwater aquarium; and preservation and celebration of the Valley's history. The plan consists of two elements: the update of the CPV component of the City's Comprehensive Plan, which provides in overall framework plan for redevelopment of the Valley, including the phasing and funding of specific infrastructure improvements projects; and an Urban UM =Y, Design Guidelines document to ensure that the design of all infrastructure projects reflects a common theme, establishes visual continuity and sets a high standard for quality. Stapleton Development Plan Denver, Colorado URS is managing an interdisciplinary group of consultants to prepare a redevelopment plan for the 5000-acre Stapleton International Airport property— currently the largest mixed -use redevelopment site in the country. The land use plan creates a strategy for enhancing long-term value, reusing facilities as appropriate and incorporating new uses, which will be linked to the adjacent neighborhoods. The final plan will include a land use plan, an infrastructure plan, design guidelines and a financing plan. URS is responsible for overall project management, urban and transportation planning, and civil engineering and will assist with community involvement activities. Lowry Detailed Master Planning Contract Denver, Colorado URS was hired by the Lowry Redevelopment Authority to participate with the City and County of Denver, and the City of Aurora on a consulting team to provide detailed master planning for the 1900-acre site. Activities URS is undertaking include: producing master plans for transit, water supply, and drainage systems; providing review of urban design and open space plans; analyzing transportation system impacts; surveying metes, bounds and legal descriptions; and platting residential parcels. This job has required the integration of the development standards of both cities and the creation of design guidelines to be used throughout the entire site. Fitzsimmons Redevelopment Aurora, Colorado The Fitzsimmons Redevelopment Authority chose URS (formerly BRW) to develop an engineered Master Plan for the 577-acre site. The plan included the development of the University of Colorado Health Sciences Center (medical campus) on 207 acres as well as parcels for the benefit of the State Veterans Administration Nursing Home and the City of Aurora. The Master Plan included a drainage report, water main network model analysis, steam and chilled water distribution, telecommunication and electric duct banks, sanitary and storm sewer profile drawings, a roadway network model including the preliminary design of Sand Creek Parkway from Colfax Avenue to Peoria Street and opinions of construction cost. The Master Plan also involved the remediation option of five existing landfill sites. Firm Profile In 1983, H. Carl Walker formed Carl Walker, Inc. to specialize in parking consulting, structural engineering, and restoration engineer- ing. For seventeen years prior to forming Carl Walker, Inc., he was founder and President of C&rl Walker & Associates, Inc. (now Walker Parking Consultants). Mr. Walker has a distinguished career as one of the nations foremost parking consultants and leading structural engi- neers in the innovative design and restoration of multilevel parking structures. He is acknowledged throughout the parking industry to be The Most Experienced Name in Parking, and is well known for his quote: "Parking Should be a Non -Event". Carl Walker, Inc. is an employee owned, full -service resource for parking consulting, parking facility planning and design, structural en- gineering, restoration, and investigations. We have a staff of over H. Cal Walker, P.E. eighty employees including parking specialists, transportation engi- rounder neers, structural engineers, and technical support personnel. Our twelve offices are strategically located across the United States in major cities including Atlanta, Chicago, Dallas, Denver, Philadelphia, and Phoenix. Carl Walker, Inc. is incor- porated within the State of Michigan, and our headquarters is in Kalamazoo. For this project in Fort Collins, our Studies and Operations Group will use our proven study process to complete every task requested in your RFP. A complete Scope of Ser- vices is included in our proposal and we have shown how we will fulfill your needs in this comprehensive study. We have worked with the City of Fort Collins and with Colorado State University before, so we are very familiar with Zoning, Annexation and Develop- ment of Land Regulations published by your Community Planning and Environmental Services organization. Our parking and operations study approach focuses on address- ing the overall management of the parking system. Our goal is to provide the highest quality professional services in a timely manner by a staff committed to technical excellence, timely action, and integrity. To maintain our technical leadership, members of our staff are active participants in a number of profes- sional and technical organizations. Continued upgrading of our technical skills combined with innovation, vision, and the latest technology helps to assure the maximum benefit to our clients. Our hands-on experience will provide the City the ability to Anticipate change, avoid dead-end options, build in flexibility, identify operational pitfalls, and evaluate multiple options and alternatives. "The Most Experienced Name in Parking" PARKING STUDY EXPERIENCE - CARL WALKER, INC. MUNICIPAL PROJECTS City of Littleton Downtown Parking Study Littleton, Colorado The parking study evaluated both the current and future parking conditions of the City's 23-block downtown area. It was determined that the construction of a commuter light -rail station and the elimination of surface parking lots, coupled with additional development along Main Street, would necessitate the development of additional public parking in surface lots in the future. On and off-street parking inventories and a complete land use survey of the area were completed. A turnover and duration of stay survey was also conducted as part of the study. Included in the study area was a community college with over 1,600 separate parking spaces. City of Greelev Downtown Parking Study Greeley, Colorado This study is not yet complete. A major portion of the effort is to assist the city in selecting a site for a new parking structure in the downtown area. A preliminary review indicated seven potential sites. A selection matrix was developed and the list was shortened to three. Conceptual parking structure designs for each site are being developed for a structure size accommodating 300, 450, or 600 spaces. Operating and development costs are being developed and we are greatly involved in community, association, and neighborhood meetings to insure that good communication exists between all parties. City of Asheville Three Study Areas Asheville, North Carolina A comprehensive parking study was performed for the Central Business District and two other study areas totaling 145 blocks. The purpose of the study was to evaluate existing parking and traffic conditions, project future needs, and develop a plan of action for 1, 5, 10 and 20 years. A land use survey was conducted in all three study areas to support the analysis of present conditions and project the impact of future developments. The study included a significant traffic and transportation element as well as an operational analysis of the City's Parking Services Division that focused on improving utilization and revenue production from city -owned parking facilities. City of Marquette Downtown Parking Needs Assessment Marquette, Michigan An existing and future parking supply/demand analysis was conducted for a 22-block area in downtown Marquette. It was found that the study area was currently operating at an acceptable level of service and no new parking was required. Furthermore, the existing parking surplus was expected to largely offset the parking demand generated by ten future development projects. Page 1 —4==�--��r hrMno N.nnuy MN^M+.M nxnr.Msn Table of Contents Cover Letter Table of Contents III. Project Approach IV. Project Team and Experience V. Scope of Services VI. Project Schedule VII. Resumes Vill. Team Fees City of Dubuaue Downtown Parking Study Dubuque, Iowa A comprehensive parking study of the Central Business District and adjacent areas was completed. A parking supply/demand analysis that included both existing and future parking demands was completed for a 113-block area. A review of existing parking policies and zoning ordinances and recommendations for parking system improvements were also provided. Potential parking structure sites, including estimated construction costs, were also identified. In addition to parking, the study included an analysis of traffic and signals, as well as plans for streetscape/urban design improvements. City of Sanduskv Downtown Parking Study Sandusky, Ohio A parking supply and demand study was completed for a 20-block area including existing and future parking demand in the Central Business District. The impact of a new County Office Building was instrumental in recommending that additional (structured) parking be provided. Bethlehem Parking Authority Downtown Parking Study Bethlehem, Pennsylvania A comprehensive parking study of the Central Business District, including surrounding areas, was completed. A parking supply/demand analysis was performed of all on -street and off-street parking. Included were occupancy counts of several parking areas. All assembled data was utilized to analyze future parking conditions in conjunction with two development projects planned for the Downtown area. A financial feasibility study was completed for two proposed parking structures to support new developments. An analysis of the existing rate structures was included. City of Billinas Downtown Parking Study Billings, Montana A parking study was completed to determine the impact on parking availability in the new portion of the 26-block Central Business District following the construction of a new federal building. The parking study assessed the need for parking expansion and alternatives available for satisfying the additional parking needs, including recommendations for improving the overall parking management system. Projections of future growth were estimated and the parking impacts evaluated. Carl Walker, Inc. was selected to update the study in 1995 to appraise the city of the effects of new developments in the downtown area. Numerous presentations were made to City Council and other local groups. City of Can Cornerstone Square Parking Study Canton, Ohio This study determined the existing parking supply/demand of an 18-block study area within the Central Business District and assessed the impact on parking for a proposed three -phased downtown development program. Page 2 a11a�r nuxna uN•••�•a umnnan City of West Palm Beach Central Business District Study West Palm Beach, Florida A comprehensive central business district parking supply and demand study was completed to evaluate existing parking demands, review existing City parking policies and recommend options for satisfying the parking needs associated with a proposed County Courthouse Complex. City of Chattanooga Central Business District Parking Study Chattanooga, Tennessee A comprehensive downtown parking study including supply/demand, transit system review, customer service enhancements, parking system management review, financial feasibility and new parking structure alternatives was conducted for the City of Chattanooga. This study paralleled a downtown retail study and included an in-depth review of transportation demand management options. City of Wyandotte Parking and Traffic Circulation Study Wyandotte, Michigan A parking and traffic circulation study was completed to evaluate existing and future parking demand within the Central Business District, improve parking operations, evaluate traffic operations to decrease truck traffic and congestion and improve overall circulation. City of Geneva Central Business District Parking Study Geneva, Illinois A comprehensive Central Business District parking supply/demand study for a 57-block historic area within the community included the determination of existing/future parking demands, a review of existing parking policies and zoning ordinances, and recommendations for parking system improvements. The study also addressed the parking system's financial capability to implement recommended parking program improvements. City of Traverse Citv Parking Study and Master Plan Traverse City, Michigan A comprehensive downtown parking supply/demand study was completed for a 41-block area that included recommendations for improving parking system management, improving revenue generation, and decreasing operating costs. A detailed parking program and parking master plan were included. Page 3 —4=M fi r Pnrnua ngnnlq Npn�xln0 qulx,Xs� PROJECTS OTHER THAN MUNICIPAL Colorado State University Feasibility Study for a Parking Structure Fort Collins, Colorado In response to a university master plan, the parking operations division sought professional help in performing a site alternatives analysis to select the best site for the proposed parking garage. The scope —of-work allowed us to propose the best site, prepare alternative concept designs, select and refine a preferred concept design, prepare cost estimates, and perform a financial feasibility analysis of the garage. The work plan provided good dialog with CSU representatives regarding the campus master plan, site constraints, internal university plans on financing methods and bond rates, and milestone reviews. Memorial Hospital Parking Supply and Demand Analysis Colorado Springs, Colorado An aggressive development program at the hospital resulted in the demand for approximately 1,000 additional parking spaces on campus. A site owned jointly by the hospital and the adjacent Olympic Training Center was identified as the preferred location for a new parking facility with a minimum of 1,700 spaces. This was the number of spaces needed to satisfy current and future parking needs and to replace the spaces lost to development. A concept design and a preliminary estimate of construction costs were prepared for the garage that will be shared by Memorial Hospital and the Olympic Training Center. St. Mary's Hospital Parking Supply and Demand Analysis Grand Junction, Colorado A parking supply/demand analysis was completed and indicated a 2-year deficit of approximately 125 spaces and a 5-year deficit of 520 spaces, primarily spurred by the development of a 104,000 sf ambulatory care center. It was recommended to acquire a nearby property and develop a 150-space parking lot and ultimately to construct a Nevel parking structure with 500 spaces on a visitor parking lot near the hospital's main entrance. Conceptual designs and cost estimates were provided for the parking improvements. Arizona State University Parking and Transit Master Plan Tempe, Arizona The impetus for the development of a comprehensive campus parking and transit master plan came from a large number of planned academic and residential building projects which had the potential to eliminate up to 5,000 surface parking spaces from ASU's total inventory of 18,900 spaces. The ASU campus is currently served by a very successful transit system and a light rail corridor that will run through the campus is being planned. Therefore, the use of public transportation was an important component of the master plan. After analyzing possible parking demand reduction strategies and parking efficiency improvements, it was determined that additional parking would be required to maintain current levels of customer service. Recommended sites for new parking facilities were identified and conceptual designs were developed and used to project construction cost estimates. Carl Page 4 V�w�klr MIM1,� lwn,u� dMmyu� M�n�wn Walker, Inc. also created detailed parking revenue and expenses projections for the University that included recommended parking rate adjustments. The goal of the financial section of the master plan was to ensure an adequate level of revenue existed to cover construction and operations expenses, while minimizing the cost impact to the individual parking system users. University of Illinois — Champaian-Urbana Parking and Transit Master Plan Champaign, Illinois This campus parking master plan was developed to integrate with the larger campus facilities master plan. This study included supply/demand analysis, transit/shuttle system effectiveness, a parking systems financial analysis, a future parking needs assessment using both 5 and 10 year planning horizons and the development of appropriate parking management strategies. Central Missouri State University Parking Master Plan Warrensburg, Missouri The study was commissioned to evaluate the current and projected parking adequacy on CMSU's 1,240-acre campus. Projected future campus developments were assessed and their impact on the parking system projected. Parking alternatives to maintain adequate parking supplies in the future were recommended. Parking management strategies and practices were also evaluated; this review included parking rate elasticity, parking management systems, permit fees and rates, enforcement University Health System Parking Master Plan and Operations Study San Antonio, TX University Health System, in San Antonio, Texas, engaged Carl Walker, Inc. to develop a system -wide parking master plan. The intent of the parking master plan was to integrate an analysis of the parking system into the overall facility master planning process. After determining the parking supply and demand for each of the five campuses, management strategies for addressing current and future parking needs were formulated. The operations review consisted of an analysis of several key areas including: parking policies and procedures, day to day operations, customer service, patient, visitor and staff access, revenue control and financial management and facility maintenance Page 5—�m�--��;, PnrMIM n,nMM dNnwxM 11Wro.rtlx' Denver, Colorado Based on comprehensive fact-finding activities and consensus building to determine a vision for Downtown Denver, UMC produced a Retail Development and Leasing Strategy for the Downtown Denver Partnership and the Mayor's Office of Economic Development. UMC provided a step-by-step program for retail revitalization based on up-to-date information regarding trade area consumers, existing and proposed downtown conditions, the competition, and the overall retail environment. The results of the plan have helped to establish Downtown Denver as a model for other downtowns to follow. Urban*Marketing*Collaborative Cherry Creek North, Denver, Colorado UMC conducted a complete program of research into this upscale shopping district that had felt strong pressure from the redevelopment of an adjacent regional mall. It worked closely with the Business Improvement Area association to involve members in vision, goal and strategy development. Finally UMC developed a complete action agenda for the organization with suggestions on marketing, organization and economic development for re -tenanting this district after many tenants moved to the nearby mall. UrbanoMarketingoCollaborative Colorado Springs, Colorado UMC worked with a team of professional consultants to provide the City of Colorado Springs and the Downtown Partnership with a comprehensive market assessment and action plan for their downtown. The retail, office, and housing market of the downtown was analyzed to identify niche opportunities for growth and development and to establish design guidelines and investment priorities. Urban*Marketing*Collaborative Grinnell, Iowa UMC led a multi- disciplinary team of planners and organization consultants with Grinnell Impetus for Action to develop a strategic plan for Downtown Grinnell. Part of the process involved assessing the college students' use of the downtown and ways of improving Town/Gown relations. Recommendations focused on improving the physical and marketing linkages between Downtown Grinnell and Grinnell College. In addition, a new SSMID was set up with assistance from the college to improve the downtown's recruitment, marketing, and investor relations. Suggested Streetscape Phasing Plan tirbanoMarketings Collaborative Lincoln, Nebraska UMC worked with Downtown Lincoln Association to conduct consumer market research for Downtown Lincoln's market segments. The research was used to help enable developers and potential investors assess the feasibility of retail development based on facts of the downtown. UMC surveyed downtown employees, university students, downtown visitors, and area residents to determine their usage of downtown, spending level, shopping patterns and behavior, and opportunities for improvements. Roanoke, Virginia UMC developed a comprehensive retail mix plan and recruitment strategy for Downtown Roanoke Inc. Recommendations were based on a detailed audit of the geographic configuration of activity nodes and clusters. UMC developed programs to link specific areas through physical infrastructure and promotional strategies. The detailed action plan made recommendations with regard to retail categories and specific firms suitable to the target market of Downtown Roanoke, for recruitment prospecting. The unique recruitment plan developed for Downtown Roanoke Inc. guided their leasing efforts in the short, medium, and long term. Urban*Marketing*Collaborative Findlay, Ohio UMC worked as part of an inter -disciplinary team of consultants to develop a master plan for Downtown Findlay. The plan assessed the current strengths and weaknesses of the office, housing, and retail sectors and made specific recommendations with respect to improving each sector. Three distinct geographic clusters were developed and an action plan was developed for each one. Bexley, Ohio UMC worked on a multi -disciplinary team of consultants for the Main Street Task Force in Bexley, Ohio, an upscale residential community within the Columbus metropolitan area. The overall objectives of the project were to: • study and evaluate the market potential of the Main Street area • develop viable guidelines and plans to stimulate the continuing revitalization of the area • promote economic viability and stability of the total Main Street area. UMC's participation on the project team, which was led by a planning and design firm, included: • participation in public meetings • interviews with key stakeholders • review of previously collected information • design and analysis of consumer surveys • assessment of existing retail mix and physical elements affecting retailing • production of market analysis component of the final strategic action plan, including: - identification and description of primary and secondary markets - recommendations on the role or market niche of various nodes or sub -districts along Main Street - recommendations on activities to strengthen the commercial aspects of the study area. Urban* Marketing•C ollaborative Project Approach Our approach to the Fort Collins Downtown Strategic Plan will use our professional experience from other projects and communities to develop a tailored process and product that meets the needs of Fort Collins. Our team members each have a specialty that they will focus on during the process, which will be brought together through a process that will include both public and private interests. While downtown Fort Collins is generally healthy, it will be our goal to understand why and to provide recommendations to the City that will keep it healthy in the future. The vision for downtown Fort Collins that has been set in City Plan will be the reference point for our team. We intend to use this information as a base line for the possible Improvements in downtown. We will also test the vision to make sure that it still fits the needs of downtown and that the constituents still feel that it Is leading downtown in the right direction. This approach has been broken down into the components that are listed in the RFP. Our intent is to have each of these components be led by one member of the team and coordinated through Civitas as the clearinghouse for information and distribution throughout the process Public Process (Civitas, Inc.) The public process for the strategic plan will be the key to keeping the city and public informed and having critical decisions made. Our process is intended to be a participatory and inclusive one, involving key stakeholders, city staff, public officials, steering committee members, property and business owners, surrounding neighborhoods and other interested citizens. At the heart of our public process is the determination of how decisions will be made, building consensus and trust, developing critical communication skills, and adopting a decision -making system that moves the group and project forward. Our team will use the "Choosing by Advantages" format for making decisions through the public process. This format, developed by the US Forest Services, is one that reviews alternatives by their advantages and the importance of those advantages, rather than using a pros/cons type of decision -making. To implement this process, we would like to meet with the Technical Planning Team and the Steering Committee for a half -day session early on in the process. This meetings would demonstrate the decision making system, develop common terminology and definitions that will be used throughout the process, and to implement it into the decision making strategy for the Downtown Strategic Plan. We will also work with the city to incorporate the Systematic Development of Informed consent (SDIC) Into the process. We know that the city uses this process and it's principles, and we will work with project staff to make sure that they are included. For the public process, we intend to lead the following meetings throughout the process and have used this to generate our fees for this task. The final public participation process will be crafted with the Technical Planning Team. City of Fort Collins Downtown Strategic Plan Project Approach Richmond, Indiana UMC worked with a team of consultants to develop the Downtown Revitalization Strategy Plan to address both physical and economic development issues facing the downtown. The work conducted by UMC as part of the project team included: • an in-depth assessment of Richmond's current situation with respect to the consumer marketplace and the overall retail environment; • participation in planning charettes, community meetings involving visioning processes; and • action plan development. Upon completion of the project, the client received: • an urban design and architectural plan that married the physical and marketplace realities together retail development recommendations for economic revitalization Nashville Tennessee - The District UMC worked on a historic district within Downtown Nashville along with community groups. Together, the team created a strategy through a consensus process for organization and marketing of the area. The strategy was developed in phases to allow for implementation and growth in momentum over time. The District, a historic area in Downtown, is well on the way to becoming a special assessment district, one of the very few in the state. A new commercial development is being built in the area and has used the study to ensure that the project enhances the District. Urban• MarketingO Collaborative Buffalo, New York UMC conducted detailed research on the community and the retail sector of Buffalo to determine Downtown's role within the larger region. Research included consumer surveys, workshops, meetings, retail inventory, and a physical profile. The recommended action programs for revitalization identified a number of Districts within greater Downtown Buffalo. UMC developed a business and retail recruitment plan and leasing materials for Buffalo Place Inc. to use in fulfilling the recommendations of the action plans and leasing existing vacant retail and service spaces. Urban*MarketingOCollaborative Pittsburgh, Pennsylvania UMC conducted a retailer economic impact assessment of four major developments in Downtown Pittsburgh. These developments included an expanded convention center, a new performance theatre, two new football and baseball stadiums, and the redevelopment of Fifth and Forbes District into an entertainment center (including a 16—screen theater and Nordstrom department store). UMC analyzed the impact on retail and restaurant sales as well as on pedestrian traffic levels in the downtown as a result of each of these developments. UMC worked to determine the appropriateness of certain incentives the City should use to attract these retailers. Urban* MarketingDCollaborative Cleveland, Ohio Working in consortium with one of Cleveland's top architectural firms, UMC helped to develop a revitalization strategy for the historic Euclid Avenue, located in the heart of the Downtown's central business district. Euclid Avenue is home to the world's oldest enclosed shopping center and is in close proximity to numerous attractions including Jacob's Field and the Rock and Roll Hall of Fame. The project incorporated a great deal of public interest and involved a complete spectrum of downtown stakeholders in a variety of focus groups, discussions, workshops, charettes, and presentations. The plan focused on isolating key properties for entertainment, retail, office supporting commercial, and residential development, as well as making recommendations regarding target retailers, linkage issues, and future action required to bring the plan to fruition. Urban*Marketing*C ollaborative Orlando, Florida Working with EDAW planning consultants, UMC provided retail market assessment research, including consumer surveys of Downtown Orlando visitors. UMC provided an evaluation of existing retail conditions in the CBD and three surrounding downtown sub -districts, and analyzed the potential for retail success. The recommendations were based on positioning Downtown Orlando as a "real" alternative to the numerous themed attractions in the Orlando area. The plan recommended a retail leasing strategy to help fill the large number of vacant properties. Urban*Marketing*Collaborative New Orleans, Louisiana The Downtown Development District (DDD) of New Orleans commissioned Urban Marketing Collaborative (UMC) to conduct a market research study to define the customer base for Downtown New Orleans. The ultimate purpose of this project was to assist the Marketing and Retail Initiatives Committee in creating the most effective marketing plan possible for the DDD. The study involved both intercept interviews (in Downtown New Orleans) and telephone interviews (with adult residents in the New Orleans metropolitan area). Survey results were analyzed to identify usage and attitude patterns and the impact of current marketing activities and was used successfully to help attract additional visitors and retailers to the downtown. Urban*Marketing*C ollab orative Houston, Texas new and revitalized retail areas. Further work assessed the potential of new development in the current past and the future to ascertain the effect on retail and how Downtown Houston was best able to capitalize on these changes. Urban*Marketing*Collaborative Los Angeles, California UMC developed a retail strategy and tenant mix plan for the central office district of Downtown Los Angeles. The plan, which was based on an assessment of the physical infrastructure of the downtown and an extensive analysis of the retail demand and supply conditions, was intended for use by leasing agents as well as municipal politicians. The aim of the recommendations was to re -integrate the office district with some of the more mixed and successful districts surrounding the downtown and to take advantage of the recently completed Staples Arena project. Urban*Marketing*Collaborative Syracuse, New York Elmira, New York Lawrenceville, Oakland, West End Valley, Larimer Market Analyses and Retail Recruitment Action Plans, Pittsburgh, Pennsylvania South Pittsburgh Market Analysis and Commercial Revitalization Plan, Pittsburgh, Pennsylvania Boggs/Bailey Commercial Plan, Pittsburgh, Pennsylvania North Side, Pittsburgh, Pennsylvania Pennsylvania Downtown Center Outreach Program National Trust for Historic Preservation, Main Street Programs UMC has put on workshops on retail revitalization for individual communities as well as for many state organizations. UMC principals have participated in a number of Main Street resource teams and are well -versed in the four -point approach to revitalization espoused by the Trust. Provided retail revitalization expertise on resource teams in the following communities: • Casa Grande, Arizona • Arcata, California • Benicia, California • Hollister, California • Elizabethton, Tennessee • Nashville, Tennessee • Austin, Texas • Dallas, Texas • Manassas, Virginia • Lexington, Virginia • Beloit, Wisconsin • Ripon, Wisconsin • River Falls, Wisconsin UMC principals have also run training programs for Main Street managers in Des Moines, Iowa and Madison, Wisconsin. Urbane Marketing•Collaborative UrbanLand MALIlUf N MKINSON, JOHN N II.I.IAA9s vVU �OIIN !',kClll'.R REPRINTED FROM JULY 2001 City Branding Branding can help a city build long-term growth, increase asset value,and gain users for life. hepast tie, ade has witnessed significant Ila lit in how cities approach revitalisation. stoic mixed -use and residential development, and more accommodating zoning bylaws and ordi- nances are helping to fill up downtowns Down- town business improvement district partnerships have made steady progress toward nutking cities attractive places for visitors, residents, and b0lilICSSCS. While work in these thrce areas is laudable still mussing is the fourth Icg of the stool: a eonaponcnt that Will oeccluate the process, IO'IIS it boll inter rally and cxlu n lily, and commumi tic to all std<c- holders what the results of Lillian plumm11g, ceunonuc de- velopmcni, and orvanized downtown rcv italization can adaicve'lhat component is city branding --the branding of a otv's distinct characteristics. Branding can add a powerful dimension to city planning and dcvelopnucnt by supplying and communicating the special position and added value a community holds ill the new, competitive global marketplace In effect, branding helps a city to build long-term growth, increase asset value, and gain users and visitors for life. Brand ownership is something that is available to every ,61. Examplesofmlaller duesthat have ncorporatcd bland ownership in their niches include: 4 Stratford, ontarin: the Shakespeare Festival in Canada and North America; ■ Freeport, Maine: discount outlet malls; Y Charleston, South Carolina: the Spoleto Festival ■ Monterey, Calilornix the jazz lestival; and 'M New Orleans: Mardi Gras. A brand is a it mark in the form of a name, a logo, or a symbol that evokes in existing and potential visitors, users, and investors a perception ofadded value fior which Ihey'll pay a premium price or on which they will base a decision to return. Added value is a combination of funs tional and nonfunctional hencfits'that are rational and emo- tional, tangible and intangible Among the attributes that add value to a city are: ■ History: heritage, nostalgia, architecture, and tradition; ! Present: current strengths, weaknesses, trends, and organisation; ■ User segments: market segments that can, or should, use downtown; ■ Aesthetics: appeal to the senses; and ■ Bencftts: added enjoyment. city branding is a holistic process concerned with every aspect of a city and its stakeholders, including visitors, users, and the public and private sectors. The key to financial suc- cess is building a relationship with stakeholders that lasts for yce rs, as demonstrated by those who go to Las Vegas or Florida again and again. As the relationship moves from that of an infrequent user to a loyal user, to an advocate, to a user for life, the value of the user to a citygrows tremendously. To help stakeholders Lin- derstand and help develop a city's O brand —that one word or idea that the city wants to own —the fol- lowing elements should be ad- dressed: Image and Vision. Start with the facts: where the cityhas been, where it is now, and whereit is go- ing City branding begins with a review of everything pertinent about a city. Complete an analysis of the external and internal dimen- sions of the city, then identify a vision that provides an enduring view of the target market segments the citywill appeal to, the experiences it will deliver, and the basic benefits branding will provide. Segmentation, Differentiation, and Positioning. Iden- tity what segment or segments of the marketplace the city is going to compete in and decide how it will compete. Start by identifying the tangible differences between the city's bra nd and the competition. Some retail examples include: a Service: Nordstrom; It Price: Costco; • Selection: Toys "R" Us; and • Contemporary home furnishing ideas: IKEA. Content. A brand is developed based on a city's existing content as well as on a vision of what should be there. A city's content comes in the form of businesses (retail, commer- cial, industrial), residential areas, sports and arts organiza- tions, health and education institutions, and all other func- tions that support the brand. The first step in this process is to develop priorities. Cities cannot be all things to all peo- ple. When disputes arise, the questions should always be,"Is that true to the brand?" and "Does this add value for our target market segments?"No one type of content will fulfill MAUREEN ATKINSON, JOHN WJLuAMS, and JOHN ARcRu are consultants at Urban Marketing Collaborative, a division of J.C. Williams Group Ltd., based in Toronto and Chicago. Technical Planning Team We Intend to meet with the technical Planning Team every three weeks during the process. These meetings will be used to review the progress to date and to have meaningful input from the city staff regarding city process, technical issues, public Involvement and work products. Depending on the decision making strategy implemented, these meetings would either be just before the Steering Committee meetings or just after. Steering Committee The Steering Committee will meet every three weeks for the first six months of the project (through the exploration of strategies), and then monthly after that. This group will be focused on specific issues Identification, and a basic understanding of the existing conditions of downtown and the interrelationships between these conditions. Once this base line is developed, the group will assist the consultant team in issues analysis, strategies and action items. We believe that the Technical Planning Team would be involved at these meetings to assist the consultant team during the process. Focus Groups During the course of the project, it will be necessary to focus the discussion on specific topics that are critical to the success of the plan. These group will be made up of members from the Steering Committee and the Technical Planning Team who have a specific interest in each topic. Specific topics will be identified during the process but could focus on transportation issues, market or retail issues, parking issues or design issues to name a few. As part of the marketing positioning, our team will also lead a CityBranding work session with key stakeholders in the downtown area. This CityBranding session will be a half to full day and will focus on a holistic approach to determining the Brand Essence of Downtown Fort Collins. One on One/Key PersonlKey Group Interviews and Meetings As part of the overall public process, our team will identify individual stakeholders and groups to meet with or interview during the process. These stakeholders could be business owners, property owners, key officials or users of downtown. Public Meetings During the process, we intend to have three major public meetings. These meetings will be open to the general public from all aspects of the city to review the work to date and to give meaningful input into the process and the results of the project. These meetings can be either a formal presentation with question and answer period, or they can be an "open house" type of format with the opportunity for individuals to discuss specific topics or to give written comments to the team. A New o-- Genera g $ of $ $ r�' d r8 4 � g M. BRADLEY SEGAL Downtown organizations are evolving into sophisticated, multidimensional partner- ships as they become an integral part of successful downtown revitalization efforts. fter World War II, downtown business organizations emerged in central business districts throughout the °1 United States and Canada. Most of these original down- town organizations were retail based, providing mar keting services and promoting shopping and commerce. At the approach of the new millennium, downtown organizations are evolving into sophisticated, multidimensional public/ private partnerships. Growing beyond their traditional promotional em- phasis, the new generation of downtown organizations provides a variety of services and functions, including advocacy of downtown interests; planning to establish and implement a downtown vision; acting as a development catalyst, including packaging and assisting projects; and managing the downtown environment, including se- curity, maintenance, marketing, and parking. By mobilizing capital, human resources, and civic leadership, management organizations are becoming an integral part of suc- cessful downtown revitalization strategies. The following overview of the components of progressive downtown management orga- nizations and case studies from four cities illustrate how downtown organizations can be tailored to respond to unusual challenges and opportunities. The Entrepreneurial Holding Compa"W Model According to the International Downtown Association (IDA), more than 1,000 downtowns in the United States and Canada have formed management organizations. Most central business districts are in the midst of a fundamental transition as their economies diversify beyond traditional retail and employment anchors to include or be replaced by entertainment, cultural, and residential segments. To respond to these economic changes, downtown management or- ganizations are exploring the "entrepreneurial holding company" model to best coordinate and leverage public/private resources. In a 1995 working paper, IDAs former president, Richard Bradley (now executive director of Washington, D.C's Downtown BID Corpo- ration), defines the entrepreneurial holding company as follows: The entrepreneurial holding company partnership orga- nization is capable of responding efficiently, effectively, and with a high degree of accountability to the many complex demands that must be met if a downtown is to be attractive, dynamic, economically viable, and productive. It is a means of governing the center of communities through a partner- ship involving public, private, and civic sectors. Increasingly, downtowns require multidimensional orga- nizations which, while construed as a partnership, take the form of a holding company with subsidiary elements. Whether or not it has a simple or complex form, it is entre- preneurial in nature, maximizing revenues and resources for multiple services. Its ultimate goals are continued econom- ic and social renewal. Within the entrepreneurial holding company model, downtown management organizations can include one or a combination of the following corporate subsidiaries to meet the diverse challenges of improving and developing downtown: Membership organizations often take the lead in downtown ad- vocacy, image enhancement, and direct services to members. Dues are the primary source of financing for a membership organization. I Urban Land Apr111998 19 STOCKTON, CALIFORNIA � organization. Working within the construct of an am - The final element of bitious citywide comprehensive plan, UDA and the city downtown Stockton's hold- of Springfield commissioned an organizational and cap - ing company blueprint is a ital development plan to formalize a new unified cen- downtown development cor- This is envisioned DEvEjOpMEIn BUSINESS IMPROVEMENT ter city management organization. poration. DISTRICT The plan found that the challenge in forming a vi- as a new charitable 501)(3)CORPORATION (of c able public/private organization was to identify the nonprofit subsidiary the threads that tie the center city area together while al- Alliance that would assist lowing the three distinct business districts to capitalize public/private revitalization on their specific niches. The common threads, or needs, efforts by attracting busi- include: entrepreneurial spirit, community develop- nesses, facilitating small busi- , ment, marketing and promotions, and advocacy and Hess loans, and acting as a de - leadership. To serve these collective needs and at the veloper to rehabilitate under - j same time fortify the specific development goals of each same used or blighted real estate h' district, the plan recommended that UDA be formally The development corpora made center city Springfield's new entrepreneurial hold - tion concept was endorsed by a ing company with two new subsidiaries (see Figure 3). a ULI advisory services pan- UDA was incorporated in 1997 as a 501(c)(3) non - el that visited downtown Stockton last summer. The Institute's endorsement is likely to ac- profit community development corporation. Its board is broad celerate the momentum to form the development corporation. based, with a dual goal of attracting resources and elevating the in the overall civic agenda. Start-up funding has been The downtown Stockton management organization uses the management, and development components of the center city secured from community development block grant funds plus membership, entrepreneurial holding company. It also is notable for what it does matching funds from the private sector, including contributions not try to do. Acknowledging the strengths of several existing en- from each of the existing business district marketing organizations. To help capitalize business development projects, a for -profit tities, the Downtown Stockton Alliance has established a series of that include an independent parking bank community development corporation (CDC) subsidiary also collaborative relationships has been formed. The bank CDC district and a convention bureau that sponsors spe- SPRINGFlELD, MISSOURI [ includes financial participation cial events. from nine local banks that have Springfield, Missouri: Promoting and purchased stock that will be Nurturing Entrepreneurship converted to equity or subordi- Like many other prosperous midwestern economies, URBAN nated debt in community de - Springfield's service, production, and distribution DISTRICTS i velopment projects. The partic- ALLIANCE sectors are growing rapidly. While the community relishes high standards in recreation, education, and BANK ipating banks and the city are represented on the bank CDC COWJAAA public safety, its center city area only now is emerg- board of directors. UDA and city ing on the civic radar screen. staff will jointly manage the The problems of Springfield's center city are due bank CDC and the financing in part to geography. The center city is divided into pool created by the banks. three distinct business districts: a traditional retail- The final element of Spring - oriented downtown, a warehouse district adjacent field's plan is an events/cultural to a main rail line, and a mixed -use area of detached management company to pro - historic homes. These three areas have supported duce special events. The com- marketing organizations that traditionally have been ConusisCIAL pany, which may be structured DowarowN undercapitalized and that rely on volunteers to cre- SMIT as a for -profit corporation, is ex - ate and manage programs. R petted to package sponsorships In 1991, representatives from each of these busi- Marketing FromtiOvs and develop event concepts that ness districts formed the Urban Districts Alliance E Will spin off benefits throughout (UDA), initially an informal advocacy and planning a the center city. ' Urban Land April 1998 DOWNTOWN MANAGEMENT, from page 89 events department, and a contractual rela- tionship with a business improvement district (see Figure 5). The Downtown Denver Partnership is the entrepreneurial holding company that con- nects and unifies the various subsidiaries, de- partments, and contracts. Formed as a 501(c)(6) nonprofit corporation in 1981, the partnership provides central administration and vision for the organization. Its board of directors is composed of officers from its two subsidiaries. The staff also plays a key role in keeping the structure intact by providing day- to-day management and communications. Structured as a 501(c)(6) nonprofit cor- poration, Downtown Denver Inc. (DDI) is a membership organization that was the first component of the partnership. DDI provides membership services, advocacy, and leader- ship development. DDI members participate on industry and market councils that help de- sign and implement programs. Denver Civic Ventures (DCV), a 501(c)(3) nonprofit development corporation, was formed in 1981 to focus on urban design and planning. Its programs have changed over the years, mirroring changes in Denver's econo- my. In the late 1980s, DCV emphasized an eco- nomic development agenda, while in the 1990s much of its programming has been oriented to center city housing. Downtown Denver Events (DDE) is a de- partment within the DDP that was formed in 1993 to accommodate downtown events. By creating clear and understandable track- ing for financial sponsorships, DDE offers di- rect accountability for event sponsors. Event revenues account for nearly one-half of DDP's annual budget. The Downtown Denver Business Im- provement District (BID) is a property as- sessment district that generates funds for en- vironmental management services. The BID contracts with the partnership to provide day- to-day services. One strong argument for the entrepre- neurial holding company model is its ability to change over time and respond to new eco- nomic and social challenges. An example lies with the Downtown Capital Corporation (DCC), a for -profit subsidiary that was formed by DDP's Denver Civic Ventures in 1991. This corporation was created by seven banks and DCV to stimulate small and microbusiness de- velopment, a niche that was not effectively served by local banks at the time. By 1997, Denver's economy had improved and DCC in- vestors expanded the geographic scope of the loan program. The DCC was spun off by the partnership as an independent entity to serve the regional marketplace. The entrepreneurial holding company M. BRADLEY SEGAL IS PRESIDENT OF PROGRESSIVE URBAN MANAGEMENT ASSOCIATES (EU.M.A.), A DENVER-BASED DOWNTOWN DEVELOPMENT CONSULT- ING FIRM SPECIALIZING IN CREATING MANAGEMENT ORGANIZATIONS AND BUSINESS IMPROVEMENT DIS- TRICTS. HE FORMERLY WAS SENIOR DIRECTOR OF THE model is becoming well established in the DOWNTOWN DENVER PARTNERSHIP. growing field of downtown management. As more center city business communities adopt this form of management, it not only will con- tribute to advancing local development but also will provide a competitive advantage to those cities that embrace it. ■ Reprinted from Urban Land, published by ULI-the Urban Land Institute, 1025 Thomas Jefferson St., N.W., Suite 500 West, Washington, DC 20007. Urban Land April1998 No Text Scope of Services The following scope of services is based on our team approach and the requirements of the Request for Proposal. This scope may be adjusted through input from the City and Technical Planning Team to tailor the process to fit specific needs not apparent in the RFP. Task 1: Project Start -Up (First 30 days) Task 1 will focus on setting up the program and procedures that the project will follow. This task will also include the documentation of existing conditions. 1.1 Technical Planning Team compilation (by City) 1.2 Finalization of Contract and Project Schedule 1.3 Project Kick-off Meeting 1.3.1 Introduction of project team and roles 1.3.2 Review of project scope 1.3.3 Review project schedule 1.3.4 Discussion and Review of Public Involvement Plan (See Task 2) 1.3.5 Identification of available background information and needs 1.3.6 Steering Committee make up and roles 1.3.7 Document format and reporting requirements 1.3.8 Identification of preliminary issues 1.3.9 Identification of work during the next period 1.4 Compilation of existing reports, mapping and market information 1.5 Documentation of Existing Conditions 1.5.1 Market Analysis 1.5.2 Transportation and Parking 1.5.3 Freight and Service Access 1.5.4 Economic Information 1.5.5 Existing streetscape and plaza's 1.5.6 Existing downtown development/redevelopment projects 1.5.7 Demographics analysis 1.5.8 Sales Tax data 1.5.9 Special events data 1.5.10 Physical conditions audit Products: • Project Schedule and Scope • Kick Off Meeting • Compilation of Existing Reports • Documentation of Existing Conditions and associated reports Task 2: Public Participation and Communications Process (Throughout the process) 2.1 Steering Committee compilation (by City) 2.2 Public Outreach Program 2.2.1 Project Team meetings 2.2.2 Technical Planning Committee meetings 2.2.3 Steering Committee meetings 2.2.4 Public Meetings 2.2.5 Individual/one on one meetings/Key person Interviews 2.2.6 Focus groups 2.2.7 Beards/Council/CSU meetings 2.2.8 Reporting and contact documentation 2.2.9 Newsletters (four) and outreach program 2.2.10 Web Page development of Services 2.2,11 Development of Choosing by Advantages Program 2.2.12 CityBranding session with key stakeholders (optional) 2.3 Project Presentations and materials Products: • Public Involvement Plan and Schedule • Meeting reports • Newsletters • Web Page development and updates • Presentation materials Task 3: Definition of Project Issues (Two Months) 3.1 Definition of major issues 3.2 Downtown Organizational Assessment 3.3 Regulatory Climate Assessment 3.4 Identification of Known Issues 3.5 Identification of New Issues 3.5.1 Review process for distribution and process for identification and distribution of new issues. 3.6 Review of Issues by Steering Committee for comment 3.7 Distribution of Issues to team for study and input 3.8 Participate in 3-day retail planning workshop. 3.8.1 Document and summarize workshop outcomes 3.9 Development of CityBranding process and workshop (optional) 3.10 Prepare Consumer Survey 3,10.1 Primary and Secondary trade groups 3.10.2 Conduct intercept and telephone interviews 3,10.3 Create customer profiles, delineate trade area, evaluate strengths and weaknesses of downtown Products: • Issues definition • Organizational Assessment • Regulatory Climate Assessment • Retail Planning Workshop Summary Task 4: Issue Analysis (Three Months) 4.1 Definition of factors relevant to issues 4.1.1 Identification of existing policies and programs (from Regulatory Climate Assessment) 4.1.2 Consequences of failure to respond 4.2 Development of Issue Response Analysis 4.3 Conduct Retail audit of downtown 4.4 Assessment of competing retail facilities 4.5 Review of Issues Analysis with Technical Planning Team 4.6 Review of Issues Analysis with Steering Committee Products: Existing Policies report • Issue Response alternatives for market, retail, transportation, infrastructure and urban design Consumer Survey analysis and cross tabulation City of Fort Collins Downtown Strategic Plan -- 2 Scope of Services Task 5: Exploration of Strategies (Three Months) 5.1 Development of Issue Response Strategies 5.2 Review of Strategies and Alternatives with Technical Planning Team 5.3 Review of Strategies and Alternatives with Steering Committee 5.4 Development of Organizational Blueprint 5.4.1 Public/Private structure 5.4.2 Accountability and Representation 5.4.3 Key existing initiatives 5.4.4 Identification of revenue sources for marketing and management 5.4.5 Economies of scale for administration and program deployment 5.4.6 City and agency coordination 5.4.7 Special District options 5.5 Market Analysis Report 5.5.1 Current and potential customer base 5.5.2 Competition 5.5.3 Retail base and amenities 5.5.4 Potential for additional retail 5.5 Review of parking study findings and coordination with Downtown Plan 5.6 Review of transportation Impact Study and coordination with Downtown Plan 5.7 Review of Freight Delivery and Mobility Study and coordination with downtown Plan Products: • Issue Response Strategies for market, retail, development, transportation, parking, urban design • Organizational Blueprint • CityBranding Strategy (optional) • Market Analysis Report Task 6: Preparation of Action Plans (Six Months) 6.1 Review of all project recommendations with Technical Planning Team and Steering Committee 6.2 Prioritization of recommendations 6.3 Definition of potential projects and possible phasing 6.4 Definition and agreement on appropriate responsibility centers 6.5 Definition of potential costs 6.6 Definition of funding sources and sequencing 6.7 Action Plan 6.7.1 Organization 6.7.2 Development Opportunities 6.7.3 Businesses mix and retail targets 6.7.4 Proposed amenities 6.7.5 Target markets 6.7.6 Key projects and priority sequence 6.7.7 Retail and area links and connections 6.7.8 Retail recruitment and retail retention programs 6.7.9 Areas of responsibilities 6.7.10 Parking and transportation recommendations that support the market niche strategy Scope 6.8 Recommendations for an updated Downtown Plan (by city staff) 6.9 Recommendations for an update to City Plan if necessary Products: • Project Recommendations • Priorities • Projects phasing strategies • Action Plan • Downtown Plan update recommendations • City Plan update recommendations Task 7.0: Transportation Components The following transportation components are listed separately for clarity. It is our intent to Integrate these components with Tasks 1 — 6 above throughout the process. 7.1 Comprehensive Downtown Parking Plan 7.1.1 As part of the overall project process identify parking Issues and relationship to downtown 7.1.2 Include in overall downtown existing condition report all elements of current city parking program including facilities, distribution, turnover, operations and enforcement. Also include an historical perspective of the parking system over the last 20 years. 7.1.2.1 Identify management areas for the downtown based on demand 7.1.2.2 Determine current parking supply for downtown and each management area 7.1.2.3 Identify current management and enforcement practices of the parking system 7.1.2.4 Identify current multi -modal connections to downtown 7.1.2.5 Provide peer review of six comparable downtown parking systems and multi -modal opportunities. 7.1.3 As part of overall project process establish parking system goals and objects as they relate and support downtown vision 7.1.4 As part of the overall strategic plan and alternative development process for downtown develop three alternative parking system scenarios that support the downtown vision. 7.1.5 As part of the overall strategic plan, consider the role of other multi modal opportunities that support the downtown vision and the parking system (transit, bike pedestrian opportunities). 7.1.6 As a part of the overall strategic plan, develop incremental performance assessments, future projections (using city's travel forecasting model TransCad) of each of the three alternatives. 7.1.7 Based on selection of preferred alternatives, develop a Parking System Implementation Plan the Includes: Management and Operation Plans Financial Plan and supporting Capital Improvement Program 4 City of Fort Collins Downtown Strategic Plan Scope of Services Products. ComprehPreferred eAlternativenwould also be ndclulded the ov eral an Downtown Strategic Plan document • Downtown Parking Implementation Plan 7.2 Truck and Freight Delivery/Mobility Issues analysis and Public Process As per scope identified In RFP. Products: • Freight Delivery and Mobility Study 7.3 District Level Transportation Circulation/Impact Studies 7.3.1 Conduct a criteria evaluation meeting with city transportation how TIS guidelines will be used and staff to provide overview of develop base assumptions for current vision plan analysis 7.3.2 Develop draft TIS document for current downtown vision plan in LC Urban Area Street Standard based on guidelines found and appropriate City plans, regulations and standards 7.3.3 Based ntown c plan analyze p rrent downtown ofive alternatives to compare against the current 7.3.4 vision plan. Based on identification of individual land uses analyze three site - 7.3.5 specific developments. Provide TIS for the preferred downtown strategic plan alternative. Products: • District Level Transportation /Circulation Impact Study for Current Downtown Vision • Analysis of up to five Downtown Strategic Plan alternatives • Analysis of up to three site -specific land use alternatives. • District Level Transportation /Circulation Impact Study of Preferred Alternative Scope Project Schedule The proposed schedule revolves around the decision making system, when key decisions need to be made, and which groups and teams of people need to be part of decision -making. As part of the Project Start Up, final decisions need to be made with the Technical Planning Team regarding decision akindecigi responsibilities of each n making system that of the teams, committees and groups. The proposed we propose for this project has an inherent means of making decisions based on the importance of the advantages of each of the alternatives. The schedule focuses on when those decisions need to be made. Task 1: Project Start up, will take about one month to six weeks to complete in order to gather and documents all of the existing conditions, conduct the project kick-off meeting, compile existing reports, and make final adjustments to the project schedule and scope. There will be some overlap with Task 3. Task 2: Public Process, is an on -going item in the schedule and will be reviewed with the Technical Planning Team prior to finalizing the project schedule. At this time, the Technical Planning Team and Steering Committee are proposed to meet every 3 weeks through Task 5, Exploration of Strategies. These two groups will meet on alternating weeks to allow both groups to advise each other. The Focus Groups, One -on -One Meetings, and various board meetings of stakeholder groups will occur on an on -going basis throughout the project. Four meetings with City membersCouncil in sessions w tch counle members, to either formal keep theminformedandItosrecei eI thinput ork In addition, four public meetings are proposed throughout the entire length of the project to inform the general public on the status of the project and to receive input. Published newsletters in combination with entries on the City website will be used as a written notification of the status of the project for the general public. Task 3: Along with Tasks 4 and 5, will take approximately 6 months combined. We would anticipate overlap with all three of these tasks as we identify issues, analyze them, then develop strategies on how to deal with them. Task 3, Identifying Issues, will take approximately six weeks to two months to complete in order to develop an initial set of major issues, gather input from the Steering Committee and Technical Committee, have the consultant team process these issues, and present them back to the decision making groups for final approval. Task 4: Issues Analysis will take between two to three months to complete. During this task, a review of the issues and their relevance to the project will be completed. Tasdevelops native es in order Explortion of issues rata9d Strategies, es tlherdirecti direction the project needs address needsto take in order to develop the framework for Task 6, the Action Plan. Task 6: Is anticipated to take approximately 6 months to complete. The number and ing Committee and rliequency of meetings with the s proposed to decr as from thefirst rsix months of the project. Planning Team Task 7: The transportation components of the plan will run concurrently with Tasks, 3, 4, 5, and 6. City Council We Intend to keep the City Council informed about the progress of the work throughout the process. This will Include informal updates to the council at work sessions and more formal presentations at critical decision making points. The final schedule of meetings will be determined with the Technical Planning Team. Downtown Development Authority/Planning and Zoning Board/ Downtown Business AssociationlTransportation Board/Chamber of Commerce Throughout the project, we will meet on a regular basis with these groups and other as they are identified during the process. These groups will also be invited to attend other meetings if they so desire. Newsletters Our team will prepare a total of four newsletters during the project for mass mailings to the interested constituent groups. This will be a method of presenting the progress of the project, meeting schedules and a way for constituents to get in contact with either the Technical Planning Team or the consultant team. Web Page We will work with the City of Fort Collins to update a specific web page regarding this project on the City of Fort Collins web site. Gibbs Planning Group Retail Workshop Our team will participate in the three-day Gibbs Planning Group retail workshop and provide necessary background and baseline information that is available at that time. Downtown Market (Urban Marketing Collaborative and PUMA) The market analysis and retail analysis and planning portion of this project is the key to continuing the success of Downtown Fort Collins. The key objectives for the market analysis/retail analysis and planning portion are: • Develop a downtown niche strategy that identifies market driven opportunities to collaboratively Improve, manage and sustain the central business district. • Create a district branding identity that strengthens downtown as a unique niche destination within the regional marketplace. • Identify new business and development opportunities to improve downtown's attraction as a destination and in a manner that enhances Its existing character and sense of place. Strengthen and better coordinate organizational marketing, business development and management programs for downtown. 3 City of Fort Collins Downtown strate is Plan --- Project Approach City of Fort Collins Downtown Strategic Plan Task 1: Project Start Up Task 2: Public Participation Process Technical Planning Team Steering Committee Focus Groups One on One Meetings Public Meetings City Council DDA/P&Z/DBA/CofC/Trans. Bd. Newsletters Task 3: Issues Definition Task 4: Issues Analysis Task 5: Exploration of Strategies Task 6: Action Plan Final Plan Review (Plan Approval and Distribution June Oct. Nov. J Dec. J Jan. O O O O— • • • • • • • • • O O O CIVITALS • • • • • O • • Resume Eric J. Anderson Principal Eric Anderson has over 20 years of experience in design- ing, managing and leading projects of varying size and scope, from small-scale infill to downtown areas and large scale transit projects. Eric's emphasis is on working with communities and agencies to create vibrant and active downtown areas and public spaces. He also has a strong focus on integrating large-scale infrastructure projects such as light rail and transportation projects into the urban fabric. Through his experience, Eric has the ability to lead both projects and clients through the design pro- cess to create successful projects at all scales. Education 1980, Iowa State University, Bachelor of Landscape Architecture CIVITAS Project Experience 2001, Time Warner Telecom Headquarters 2001, Boulder Gateway 2001, Denver Convention Center 2001, City of Littleton, Littleton Boulevard Corridor Study Town of Breckenridge 2001, Transportation Plan and Main Street Study, CO 2001, City of Cheyenne Historic Union Pacific Depot Reuse Plan, WY 2000, City of Littleton, South Sante Fe Sub -Area Design Guidelines 2000, Denver Coliseum Master Plan, Denver, CO 2000, City of Littleton, S. Santa Fe Corridor, Comprehensive Plan Amendment and Approval, 2000, Denver Area Stations Transit Oriented Development 2000, Casper, Wyoming, Downtown Bikeway Design 2000, ICG Campus Expansion, Arapahoe County, CO 2000, Glenrock, Wyoming, Downtown Streetscape Master Plan, 1999, Denver Federal District Master Plan, Denver, CO 1999, City of Lone Tree, Signage, Lighting and Landscape Guidelines 1999, City of Fort Collins, Mason Street Transportation Corridor 1999, City of Littleton, S. Santa Fe Corridor Study and Recommendations 1999, Colorado Department of Transportation, Southeast Corridor, Station Design and Architectural Development, Littleton CO 1998, East Pearl Street Streetscape, Boulder, CO 1998, Downtown Colorado Springs Improvements 1997, Lafayette Streetscape, Lafayette, CO 1997, Gateway Park Office Building, Aurora, CO 1997, Campus at Cherry Creek, Denver, CO 1997, North Broadway Streetscape, Boulder, CO 1997, Cherry Creek Corporate Center, Denver, CO 1996-97, Broomfield Streetscape Design Resume Page 2 Eric J. Anderson CIVITAS 1996-97, Denver Human Services Facility 1996-97, Elitch Gardens Redevelopment Plan, Denver, CO 1996-97, Regis University, Perimeter Improvements, Denver, CO 1996-97, Opus Northwest, Inverness Office Bldg, Arapahoe Co., CO 1996-97, Colorado Academy, Library & primary school Site Improvements, Jefferson County, CO 1995-97, East Corridor Major Investment Study, 1-70 Corridor, Denver 1994-97, Regis University, Dayton Memorial Library, Denver, CO 1996, ICG Corporate Headquarters at Inverness, Arapahoe Co., CO 1996, loth & I Ith Street/ Humboldt to Cheeseman Park, Denver, CO 1996, West Bank Housing, PUD, Denver, CO 1996, Pierce Street Landscape Improvements, Broomfield, CO 1996, Centennial Park Schematic Design, Platte Valley, Denver, CO 1995, Speer Boulevard, Pedestrian Bridge over 1-25, Denver, CO 1995, 13th Avenue Streetscape Improvements, Denver, CO 1995, Speer Sidewalk Improvements/Zuni St. to Platte River, Denver 1995, Farmington City Downtown Master Plan, Farmington City, UT 1994, Denver Federal Courts Facility 1994, Evergreen High School Improvements, Evergreen, CO 1994, RTD Southwest Corridor Light Rail Ext. Station Design 1994, The New Elitch Gardens, Denver, CO 1993, Ziff Davis Headquarters, Douglas County, CO 1993, Denver Radium Mitigation Improvements 1993, Jefferson County Government Center Park, Golden, CO 1993, Boulder Gateway Development Plan, Boulder, CO 1992, RTD Five Points Area Parking & Circulation Plan, Denver, CO 1992, CU Health Sciences Center, Southwest Quad Master Plan, Denver, CO 1991, Speer Boulevard Urban Design Guidelines, Denver, CO 1991, 20th Street Grade Separation, Denver, CO 1991, RTD Light Rail Southern Ext. Station & Bus Transfer, Design 1991, Regis College, Denver, CO 1991, Speer Blvd. Tunnel Wall Urban Design Treatment, Denver, CO 1991, Regis University, Jesuit Residence, Denver, CO 1990, Natural Resources Building, Olympia, WA 1990, RTD North Revenue Line Crossmall Urban Design Treatment 1990, Sixth/Speer/Lincoln Corridor, Denver, CO 1990, Denver Central Library Competition 1990, Golden Transportation Corridor, Golden, CO 1990, RTD North Revenue Line Light Rail Station Design, Denver, CO 1989, Sixth Avenue Plaza Marketplace, Longmont, CO 1989, Shepards McGraw-Hill Headquarters, Colorado Springs., CO 1989, Jefferson County Government Center, Plant Procurement, Golden, CO 1989, Jefferson County Government Center Entry Master Plan & Improvements, Golden, CO 1989, CU Health Sciences Center School of Pharmacy, Denver, CO Resume Page 3 Eric J. Anderson 1988, Jefferson County Government Center, Golden, CO 1988, Jefferson County Maintenance Facility, Golden, CO 1987, Dawson Ridge Recreation Center, Castle Rock, CO 1986, Ken Caryl Avenue Streetscape, Littleton, CO 1984, Telluride Town Park, Telluride, CO 1982, Robert F Clement Park, Jefferson County Open Space Professionni Service 1994-01, American Society of Landscape Architects 1996-01, Trustee, Volunteers for Outdoor Colorado 1992-01. Technical Advisor, Volunteers for Outdoor Colorado CIWITAS Resume Elizabeth A. Lancaster Associate Liz Lancaster has over twenty years of experience leading design and community involvement on a wide range of projects. Her primary goal has been to work on projects that involve public participation and contact with the local community. Liz has a strong background of leading the public process and reaching consensus on complex issues requiring different levels of public involvement. She is rec- ognized for her ability to build a foundation for understanding and agreement through open communication. Experience 1990-Present Civitas, Inc., Denver, CO 1987-90, Private Practice, Denver, CO 1985-87, Neighborhood Housing Service of Denver, Denver, CO 1984-85, David Jensen & Associates, Denver, CO Education 1977. Texas A&M University, Bachelor of Landscape Architecture, with Honors CIVITALS Project Experience 2001, Porter Trust Land Annexation, Jackson, WY The Porter Trust project involved annexing an additional 850 acres into the Town of Jackson, including environmental, affordable housing, open space, and commercial issues. Liz was the lead communicator and community outreach contact strategizing how to meet with key public and private groups and individuals, direct the focus of the steering committee and public meetings, and gather the pertinent information to distribute to the consultant team and City officials. 2000-2001, Centennial Park, Denver, CO Centennial Gardens is a 5 acre parcel of land owned by the City and County of Denver. It is also the personal vision of Mayor Wellington and Mrs. Wilma Webb to create a formal garden along the South Platte River in downtown Denver that will become the crown jewel using native Colorado plant material in a formal planting format. Liz was instrumental in bringing together a steering committee of Parks staff and Denver Botanic Gardens staff along with design professionals to get the park designed and construction underway in the fall of 2001. Resume Page 2 Elizabeth A. Lancaster 1999-2000, Littleton Hospital Expansion, CO Littleton Hospital had a PUD approved 20 years ago that allowed its creation and development and included working with a group of adjacent homeowners of a newly created subdivision at that time. When it came time to re-evaluate the master plan and project new development based upon changes in the health care industry and the rapidly expanding popu- lation in the south metro Denver area, Littleton Hospital was faced with strong opposition from a lot of those same neighbors. Liz became the key communication person to meet with and talk to a newly formed neighbor- hood task force, work through their key issues, and facilitate a compromise master plan that was successfully approved as an amended PUD with the City Planning Commission and City Council. 1999-2001, Bradburn Village Landscape Plans and Guidelines, Westminster, CO Bradburn Village is a new mixed use development in Westminster that challenges many of the existing zoning codes within Westminster, includ- ing densities, street widths, lot sizes, and landscape criteria. Liz has coordinated the landscape architecture issues as they relate to the plan- ning and zoning issues, and has assisted the client, Continuum, and the City of Westminster with the process of reviewing each of the challenges to existing documents. This review came in the form of comparisons between the proposed plan and existing documents to illustrate how both the client and the City could be successful with this project. 1998-2000, Colorado Springs Downtown Streetscape Downtown Colorado Springs, consisting of 44 face blocks in the Business Improvement District (BID), budgeted $2 million to evaluate an approved master streetscape plan, and construct 16 face blocks. Liz strategized a communication and outreach plan that created a multiple level of meet- ings, including individual meetings with business and building owners that filled out a two page questionnaire, block meetings that brought together groups of people to hear their downtown issues as well as needs for the streetscape, and a series of public open houses at key points in the final design plan. Construction was completed in the summer of 2000. CIVITAS Resume Page 3 Elizabeth A. Lancaster 1997-98, Lafayette Streetscape, Lafayette, CO Downtown Lafayette addressed an on -going issue of creating a pedestrian friendly shopping environment in a vehicle oriented community by redefin- ing their streetscape area. Liz worked with the planning and engineering department staff and local business owners to address parking issues, grading issues, and streetscape elements with a limited design and con- struction budget. 1995, UCHSC Design Guidelines, Denver, CO University of Colorado Health Sciences Center, before they had identified Fitzsimmons Campus as their new home, undertook establishing land- scape, lighting and signage guidelines to visually tie their campus togeth- er. Liz worked with UCHSC staff to create a series of workshops with campus department heads and key administrators to establish design criteria for the campus through careful evaluation of the campus uses, pathways between various buildings, and the creation of entry hierarchies for buildings and the campus itself. The outcome was a set of design guidelines to be used as construction projects were identified on the campus itself. 1997, Yarrow Park, Lafayette, CO Yarrow Park was a neighborhood park designed for the specific neighbor- hood it was to serve. A series of neighborhood meetings were conducted that included such participatory exercises as "park bucks", where each neighbor attending the meeting was given ten bucks to buy things they wanted in the park, and one buck for an item they definitely did not want in the park. This method was used to identify the park elements desired by the neighbors as well as identify elements not desired. 1996-97, Cobblestone Park, Westminster, CO Cobblestone Park was a neighborhood park designed to bridge an adjacent high school with an adjacent retirement and assisted living community with single family and multi -family housing. The park included environ- mental issues as well as recreational needs of the neighborhood. Part of the design process included Liz meeting with the neighbors and strategiz- ing such participatory exercises as 'park bucks' to select elements in the park, prioritizing those elements by arranging them on a wall chart, and also creating a shopping list to match elements with the construction budget. Liz also established a couple of meetings between neighbors and the high school administrators and student body representatives about on -going fears and issues living adjacent to the school, with the outcome being a commitment by the students on maintaining a portion of the park closest to the school. CIVITAS Resume Page 4 Elizabeth A. Lancaster 1995-2000, Commons Park, Denver, CO Commons Park was initially envisioned as a gathering place. It's location, at the intersection of the 16th Street Mall and the river, filtered people from the spine of downtown, including the business community as well as the governmental community at the other end of the mall, and brought them to the South Platte River; it was the junction between the natural and urban environments. A steering committee was established that included lower downtown residents, business owners, neighborhood resi- dents from across 1-25, and government leaders. Liz worked with Mark Johnson in strategizing these meetings, their schedule, progress and issues that needed to have concensus reached. The original product was the creation of a concept plan with a construction budget that was discussed with and approved by City leaders to create concensus. At various points during the construction document phase of the project, Liz strategized key review points at which neighborhood review of the design was inserted, including working with a group of downtown residents to incorporate a children's play area within the park. 1994-95, Dillon Town Center, Dillon, CO The Town of Dillon approved a downtown streetscape master plan and constructed a first phase project that was poorly implemented by the contractor. Liz strategized with Town staff and the mayor on different construction bidding and construction alternatives and met with various business owners to address specific problems they had with the previous work as well as proposed work. Then, Liz facilitated the second phase work between the business owners and the contractor, and implemented methods to keep communication on -going and complete. 1993-97, City of Cuernavaca Park, Denver, CO The City of Cuernavaca Park, formerly known as Rockmont Park, was origi- nally envisioned by the Highland neighborhood as their neighborhood park. Limited access to the park across an interstate, a park site split by the South Platte River, and an adjacent major railroad track, all contrib- uted to a difficult off -site conditions, but Liz worked with the design team and park officials to present the positive attributes of the park site to the neighborhood. In addition, a series of design workshops included the neighbors as part of the design process and included a walking tour of the site using pictures, voting for different elements to be incorporated within the park, design drawings sessions, and a round table discussion of active versus passive versus active/passive parks as the end result. CIVITAS Resume CIVITAS Blchard C. Farley FAIA Principal Dick Farley was the Deputy Director of Urban Design for the City and County of Denver for nearly ten years. He is well versed in all aspects of urban design, including land use and environmental planning. He also practiced architecture in the private sector for 13 years. Dick has worked on many projects in the Denver area, such as the Central Platte Valley Urban Design Study, Downtown Denver Rezoning, the Airport Gateway Plan, the Stapleton Redevelopment Plan and the 1989 Denver Comprehensive Plan urban design chapter. Dick's honors include the Denver Chapter of the American Institute of Architects Public Service Award for Outstanding Service to the Built Environment by an Architect in the Public Sector and the election to the American Institute of Architects College of Fellows. Mr. Farley has participated in numerous conferences and panels, and received many awards and recognition for his work. He is a member of several community/city oriented planning groups including Golden Triangle Design Review Committee, Denver Chapter American Institute of Architects, and was a Director of the Denver Chapter of American Institute of Architects. Dick is a registered architect in California, Colorado and Michigan. Experience 1999-2000, Fort Collins Campus West Subarea Plan, Fort Collins, CO 1999-2000, Southeast Light Rail Station Design, Littleton, CO 1999-2000, Bronco Stadium Pedestrian Bridge Design, Denver, CO 1999-2000, Bradburn Community Design and Planning, Westminster, CO 1998-1999, Cherry Creek Shopping Center Design Guidelines 1998-1999, Fort Collins Mountain Vista Subarea Plan 1998, Littleton South Santa Fe Corridor Study, Littleton, CO 1997-1998, Littleton/South Santa Fe Corridor Plan 1997, Boulder Zoning Standards Testing 1997, Old Elitch's Rezoning and Design Guidelines, Denver, CO 1996-Present, Civitas, Inc., Denver, CO 1987-1996, City and County of Denver, Deputy Director, Planning and Development Office 1987 Fall Semester, Adjunct Professor, Urban Design Studio, School of Architecture and Planning, University of Colorado at Denver 1977-1987, Johnson -Hopson & Partners Architecture and Planning, Denver, CO Summer 1975, City of Ithaca, Dept. of Community Development Ithaca, NY 1970-1974, Rochester Bureau of Planning, Rochester, NY 1967-1970, Detroit City Plan Commission, Detroit, MI 1965-1967, Ronald Sims, ARIBA, Architect, Bournemouth, England 1964-1965, Hazen and Robinson, AIA, Architects, Lincoln, NB Resume CIVITAS Page 2 Richard C. Farley Education 1959-64, University of Nebraska, Bachelor of Architecture 1974-77, Cornell University, Master of Architecture Selected Urban Design Project Experience 1997, Old Elitch's Rezoning and Design Guidelines 1996, Northside Treatment Plan Reuse Study and EPA Brownfield's Consultant Manager 1996, Stapleton: Union Pacific PUD Rezoning 1995, Lowry Air Force Base Redevelopment Plan 1995, Northeast Downtown Plan, Urban Design Chapter 1994, Stapleton Redevelopment Plan 1993-94, Downtown B5 Zone District Revision, and Design Guidelines 1993, Coors Field Urban Design Coordination 1991-96, Central Platte Valley/NE Downtown area PUDS 1991-92, Airport Gateway Plan and Zoning 1991, Central Platte Valley Urban Design Study, Project Manager 1990-96, Civic Center Design Guidelines 1990-95, I5th, 16th, loth, 23rd Streets and Broadway Viaduct Replacement Projects • Engage downtown property owners, businesses and civic leaders in a participatory process that builds ownership in and a shared vision for future development, collaborative marketing and business development initiatives and Improvements. Use the market and retail strategy to inform the needs for parking, transportation improvements, urban design Improvements and infrastructure improvements in the downtown study area. Market Analysis The market analysis will provide quantitative and qualitative market Information to identify downtown's existing and potential consumer and investor markets. The evaluation of the regional marketplace will also serve as a foundation for recommendations to improve downtown and accommodate future development. The analysis will aim to confirm downtown's markets and provide the following descriptive information: • Market profile (building upon prior plans and studies) including demographic information, downtown destinations, traffic counts, sales tax trends, inventory of development activity, etc. • Community attitudes and perceptions toward downtown through a combination of consumer intercept and telephone interviews, key person interviews and focus groups. • Retail audit identifying the strengths, weaknesses and recommended positioning and recruitment strategies for downtown retail uses. • An evaluation of competitive retail and employment centers. Niche Marketing Strategy (Market Driven Vision) Respecting market dynamics revealed by the market analysis, a niche marketing strategy will be developed for downtown. Building upon the inherent strengths of downtown, the niche strategy will aim to differentiate downtown as a distinct destination within the regional marketplace. The resulting niche strategy will become the foundation for subsequent marketing, economic development and management programs and policy recommendations to facilitate future development. To communicate the niche strategy to a variety of consumer and investor markets and guide long term retail and destination development, a branding strategy will be developed through UMC" trademarked CityBranding process. Downtown Development Districts and Opportunity Sites Within the downtown, development districts will be identified for concentrating different use and activities. The development districts will provide guidance for directing future business development and investment. Primary development sites and catalytic opportunities will also be identified within the development districts. Mlle High Development and Bill Mosher will also review the districts and opportunity sites with an eye on the development feasibility side of the equation. a Citv of Fort Collins Downtown Strategic Plan Project Approach MILE HIGHDEVELOPMENT William E. Mosher President & Chief Operating Officer Mile High Development, LLC Mr. Mosher is President of Mile High Development, LLC, an urban mixed -use development enterprise formed by Mosher and George Thorn in August 1999. MHD is affiliated with We High Properties, LLC (MIS'), a real estate services company specializing in property management and brokerage services. Current MHD projects include the City of Denver's new 700,000 square foot Civic Center Office Building. This $140 million design -build project is being developed by MHD under a 25-year lease back to the City. Completion is scheduled for October 2002. MHD is also developing Colorado Center, a 1.5 million square foot mixed use office, movie theater and restaurant project being developed in partnership with TIAA/CREF. Colorado Center is located at Colorado Boulevard and I-25 in Denver, Colorado and is adjacent to a proposed new light rail station. A third office tower, 18 stories and nearly 400,000 square feet in size, is in preliminary design. Mile High Lofts at 800 Broadway is a 130 unit, 15 story residential condominium project in the design phase, in partnership with the Rickenbaugh family interests. A second phase of 120 units is planned at 8"' and Lincoln. In addition, in partnership with Opus Northwest, MHD co - developed Lakewood City Commons, a new 500,000 square foot public/private mixed use government/office/retail complex in Lakewood, Colorado that opened in June 2000. MHD's newest project is the co -development opportunities on the block across from the proposed expansion of the Denver Art Museum at 13"' and Broadway. The $75 million project will include a 950 car public parking facility, the Art Museum's new 48,000 square foot offices, 140 condominium housing units and related ground floor commercial retail spaces. The project will break ground in March 2002. A native of Denver, Mr. Mosher recently served as the President of the Downtown Denver Partnership ("DDP") from 1991-1999. DDP has helped guide Downtown Denver's rebirth, advocating for, planning, managing, promoting and developing central Denver. Prior to his association with the DDP, Mosher served as the Executive Director of the Downtown Development Corporation ("DDC") and the Industrial Development Authority ("IDA") in Tucson, Arizona. Under his direction, more than $75 million in private investment dollars were attracted to DDC projects, including office, retail, parking facilities and more than 1,000 new housing units. Mosher also managed the IDA's issuance of over $500 million in industrial revenue bonds for various commercial and residential projects in the city of Tucson. Mr. Mosher graduated from Willamette University in Salem, Oregon and received his Master of Science in Urban and Regional Planning from the University of Arizona in 1976. He is a member of the Urban Land Institute ("ULI") and a past board member and chairman of the International Downtown Association ("IDA"). He is currently a member of the boards of the Winter Park Ski Resort, the Denver Housing Authority and the Metro Denver Chamber of Commerce. MILE HIGH DEVELOPMENT, LLC 1700 BROADWAY, SUITE 300 ■ DLNUR, COLoRAOo 80290 ■ (303) 832-3130 0 Fnv (303) 830-7573 P.U.M.A. ROGRESSIVE URBAN ANAGEMENT ASSOCIATES r 1 n .19, 1616 SEVENTEENTH STREET, # 262 DENVER, COLORADO 80202 TELEPHONE: 303/628-5554 I A X : 303/628.5557 www.pumawarldhq.com ME -ET -----P. .-M- . ---------------------A------- ■ AL Bradley Segal, President P.U.M.A.'s founder and president, Brad Segal, has more than 20 years of downtown management and community development experience as both a practitioner and consultant. With P.U.M.A., Segal has emerged as one of the nation's leading authorities on establishing and expanding downtown management organizations and creating business improvement districts to finance them. Segal also directs the firm's downtown planning, market analysis, and community and economic development services. Prior to establishing P.U.M.A., Segal designed and managed business development programs to attract jobs and investment to downtown Denver as senior director of the Downtown Denver Partnership. Under his direction, the agency's Business Support Office program gained national recognition as a model approach to downtown revitalization, including aiding the revival of Denver's historic Lower Downtown entertainment district. Segal developed several community lending programs, managed a successful office retention and recruitment initiative and was part of the management team that formed Downtown Denver's business improvement district. Segal has also served as program manager for a community development corporation in New York's South Bronx and as a city planner in Martinez, California. Segal holds a master's degree in business administration from Columbia University and a bachelor's degree in urban analysis from the University of California at Berkeley. He serves on the board of directors of the International Downtown Association, is an active member of the Urban Land Institute and the International City/County Managers Association, and has been a featured speaker on downtown management issues in a variety of regional, national and international forums. in Anna Jones, Associate Anna Jones, associate, provides expertise in research and marketing and offers general project support for downtown and community development assignments. Jones has 10 years experience in legal settings as an investigator and paralegal, primarily in the public sector. Her experience ranges from serving as a public defender investigator to undertaking research for cases in domestic violence and immigration. Jones spent several years living and working in Sri Lanka as a Peace Corps volunteer training teachers and teaching English. She also participated in the daily management of a sea -turtle hatchery. Jones has a bachelor's degree in history and is currently working on a master's degree in public administration. ■ Pamela Phox, Associate Pamela Phox, associate, is a market analyst with extensive experience researching and communicating trends and information in urban markets. For 8 years, Phox created and managed the market research program of the Downtown Denver Partnership. This program, which includes a wide variety of real estate and economic data disseminated in verbal, written, graphic and digital formats, is viewed as the premier model for downtown management organizations throughout the nation. Prior to her work at the Partnership, Phox provided research and program support for a variety of Denver -based organizations, including the Denver Botanical Gardens, Colorado State Library and Planners, etc., an urban planning firm. Phox holds a BFA from the University of Denver and she is a nationally recognized fiber artist. PROGRESSIVE URBAN MANAGEMENT ASSOCIATES M. Bradley Segal, President MBA, Columbia University, New York BA, Urban Analysis, University of California at Berkeley . r ■ PROGRESSIVE URBAN MANAGEMENT ASSOCIATES, INC., Denver, Colorado, 1993 to present President Consulting firm providing management, marketing and financial services to advance downtown and community development. Clients include downtown management organizations, local governments, community development corporations and private firms. Specialties include: Forming, expanding or renewing management districts (business improvement districts); Strategic planning for downtown management organizations; Creating market -based downtown plans; Undertaking market research, business planning and project feasibility analysis. Representative projects include: Building consensus and forming business plans for new downtown business improvement districts in Los Angeles, Sacramento, San Diego and Stockton, California; Creating organizational development plans for center city public/private partnerships in Springfield, Missouri; Kingston, Jamaica; and Macon, Georgia; Guiding the completion of market -based downtown plans in Anchorage, Alaska; Lincoln, Nebraska; and Louisville, Colorado; Facilitating strategic planning retreats for public/private management organizations in Spokane, Washington; Cheyenne, Wyoming; and Phoenix, Arizona; Completing business plans for a Native American social services center, a high school for at -risk youths and a property management subsidiary of a non-profit housing developer. ■ DOWNTOWN DENVER PARTNERSHIP, INC., Denver, Colorado, 1987.93 Senior Director Designed and managed business development and marketing programs to attract jobs and investment to downtown Denver. Program areas included: Business Support Office Created and managed small business support programs providing one-on-one management and financial counseling. Programs were instrumental in attracting more than $25 million in new investment and 750 jobs to targeted center city neighborhoods, including the historic Lower Downtown entertainment 1616 SEVENTEENTH STREET district. Nationally recognized as a model approach to center city revitalization. Community Lending Programs Directed the formation and management of the Rocky Mountain region's first multi -bank development S U I T F 2 6 2 corporation for small business lending. Developed and executed a revolving loan fund for historic preservation projects. Arranged more than 60layered commercial and real estate financing packages, ranging from $5,000 to $2.5 million each. Offke Retention and Recruitment DENVER, COLORADO 80202 Managed the repositioning of an office leasing program from national to local brokerage markets. Program was instrumental in attracting 1,700 jobs in an 18 month period. Business Improvement District TELEPHONE: 303/628 5554 Participated on the management team to form downtown Denver's $2 million business improvement district (BID). The BID was supported by petitions representing more than 75% of properties and votes representing more than 95% of electors. FAX: 303/62B 5557 1/01 ■ PROGRESSIVE URBAN MANAGEMENT ASSOCIATES, INC. Denver, Colorado, 1985-90 President Marketing and financial consulting firm providing services to organizations involved in community and urban development. Clients included community development corporations and American Indian Tribes. Projects included preparing market studies for neighborhood retail projects, creating a marketing strategy to attract tourists to tribally -owned enterprises and providing business counseling to more than 200 clients of community development organizations. ■ PORT MORRIS LOCAL DEVELOPMENT CORPORATION, South Bronx, New York, 1984-85 Associate Director Formed and managed a local development corporation to pursue industrial revitalization and represent 450 businesses. In the organization's first year, $750,000 in operational and program funding was secured. ■ CITY OF MARTINEZ, California, 1979.83 Coordinator of Housing & Economic Development Directed the $1.5 million commercial revitalization of a 10-block Main Street area. Included organizing businesses in cooperative marketing, development of a low interest loan program and planning and management of public projects. Coordinated research, policy formation and implementation of an affordable housing program cited by the International City Management Association as one of 15 national models for housing development reform. RECOGNITION AND AFFILIATIONS Awards Acknowledged as one of the Denver area's Forty Under 40 for commitment to professional excellence and contributions to the community by the Denver Business Journal, September 1997. 1992 Entrepreneur oftbeYearAward for the Rocky Mountain region in the category of Supporter of Entrepreneurship. Sponsored by Inc. Magazine, Ernst & Young and Merrill Lynch. Finalist in 1990. Featured Speaker International Downtown Association, workshop presenter in Seattle (9/94), Denver (2/95), Winnipeg (9/95), Dallas (9/96), San Diego (2197), Portland (4/97), Milwaukee (5/98), Charlotte (5/99), Philadelphia (10/99), and Los Angeles (9/00). International Federation for Housing and Planning, Gothenburg, Sweden (10/97). Missouri Downtown Association, Springfield, Missouri (12/98). South Carolina Downtown Development Association, Charleston, South Carolina (10/95). Urban Land Institute Mayor's Forum, Boise, Idaho (6/98). Northeast Utilities, Hartford, Connecticut (10/00). Professional Affiliations International Downtown Association, Board of Directors International City Management Association National Main Street Center Urban Land Institute American Planning Association Colorado Community Revitalization Association, Board of Directors Downtown Denver Partnership, Inc. PUBLICATIONS 'BLDs, Making Business Districts More Competitive", published by the American Planning Association, January 2000 ANew Generation of Downtown Management Organizations, published in Urban Land, April 1998. Business improvement Districts: Tool forEconomic Development, published by the International City Management Association, March 1997; An Old Commercial District Goes from Cold to Hot, published in Urban Land, November 1995; Center City View, columnist for The Denver Business Journal, 1993-96; 1/01 ROGRESSIVE URBAN IANAGENIENT ASSOCIATES Po emb I. Phox, Associate BFA, University of Denver, Denver, Colorado EMPLOYMENT Is PROGRESSIVE URBAN MANAGEMENT ASSOCIATES, INC Deaver, Colorado, 2001 to present Associate Market analyst for a consulting firm providing management, marketing and financial services to advance downtown and community development. Specialties include market research, survey analysis, plan development and project management for a variety of assignments. ■ DOWNTOWN DENVER PARTNERSHIP, INC Dearer, Colorado 1993 tiro* 2000 Research Coordfoator, Economic Development Services Created and managed the research and information services program, collecting and communicating market trend information in written, verbal, graphic and digital formats to a variety of user markets, including prospective and current investors, employers, developers, commercial real estate brokers, retailers and others. The Partnership's market research program is viewed as the premier model for downtown management organizations throughout the nation. Program services included: Custom Research/OWkw Resources Developed an in-house library containing continuously updated and detailed office, retail, housing, development, hotelftourism, demographic and transit trend analyses, achieving high visibility via custom research and online updates as a "one -stop" information resource shop. Undertook periodic updates of organization's website as a designated "web mistress". Research Products Developed and conducted new research and identified information sources, including new software to supplement, enhance and update market data. Developed a wide variety of downtown maps and aerials, graphics, and the investor prospect package, an American Economic Development Council (AFDC) award -winning marketing tool. Surveys Design of the downtown Denver vacant building survey and coordination of employee attitude, pedestrian intercept and workforce demographics surveys. Working knowledge of statistics and user-friendly formats to disseminate survey information. Databases Designed and managed pedestrian count, downtown employer, housing comparable (for rent, for sale), office building information, historic building, downtown retail, property and property ownership databases. IN PRIOR EXPERIENCE, Deaver, Colorado -1977 to 1993 Research, office management and project support for a variety of organizations, including: Denver Botanic Gardens; 1616 SEVENTEENTH STREET Colorado Costume Company; Colorado State Library; and Planners, etc., an urban planning firm S U I T E 2 6 2 Additional experience includes staffing several Denver political campaigns DENVER, COLORADO 80202 1 1I - 1 1 Honors TELEPHONE: 303/628-5554 As a fiber artist, noted in Who's Who of American Women, Sixteenth Edition, 1989 -1990 Professional AiRBaHaes Denver Association of Business Economists FAX: 303/628 5557 Commercial Real Estate Women Colorado Community Revitalization Association International Downtown Association Publications Downtown DenverTbrtves on AU Fronts, published in Colorado Real Estate Journal, November, 2000 1/01 ROGRESSIVE URBAN ANAGEMENT ASSOCIATES Am Jews, Associate BA, History, Western State College, Gunnison, Colorado • 1 ■ PROGRESSIVE URBAN MANAGEMENT ASSOCIATES, RIC Denver, Colerado, 2000 to Arum Assodats Research, marketing and general project support for a consulting firm providing management, marketing and financial services to advance downtown and community development Specialties include group facilitation, business plan development and project management. Also provided research support for P.U.MA community development assignments in the mid-1990s. ■ LEGAL INVESTIGATOR AND PARALEGAL, Seattle, WashlWas and Denver, Colo aEM,1988 to 1992,1997 to 2000 lovestigotor Worked as an investigator for a public defender and a prosecuting agency. Responsible for pretrial investigation of domestic violence and other criminal cases. located and interviewed victims and witnesses. Wrote investigative reports, conducted follow up on investigation leads and provided testimony in court. Paroloo Worked as a lead paralegal in a variety of settings, including immigration law, and federal and state prosecution. Managed large caseloads and corresponding databases. Actively involved in pro bono representation, particularly for under -served populations. Drafted a variety of legal documents including motions and affidavits. Identified legal issues and developed case strategies based upon client interviews. Researched a variety of issues and conducted training sessions. ■ UNITED STATES PEACE CORPS, Kandy, Sri Lanka,1992 to 1995 Pam Corps Voksssteer Trained 200 student teachers at a college of education. Taught English language instruction using student -based teaching methods. Designed and implemented the English teaching curriculum for the college. Conducted seminars and training programs jointly sponsored by the Sri Lankan Education Ministry and the Peace Corps. Lead tours and participated in the daily management of a hatchery dedicated to the preservation of sea -turtles. ■ CATHOLIC REFUGEE SERVICES, Soatflo, WasMagtory 1988 to 1992 Volunteer Coordinated and chaired volunteer meetings and assisted in fund raising efforts for a refugee center. Tutored refugees from around the world in English language. Organized programs and events for English education. PROFESSIONAL AFFILIATIONS 1 616 SEVENTEENTH STREET Downtown Denver Partnership, Inc. Colorado Community Revitalization Association International Downtown Association U 1 T E 2 6 2 ENVER, (010RA00 80202 ELEPHONE: 303/629-5554 Alf: 303/628 5557 1/01 Urban Marketing Collaborative John C. Williams John Williams is a principal and founding partner of Urban Marketing Collaborative. He is recognized as one of North America's leading experts on urban revitalization. Mr. Williams has been instrumental in pioneering a unique approach to City Branding - the branding of a city's distinct characteristics. The approach establishes and communicates the special position and added value a community holds in the new, competitive global marketplace. His experience in this area also includes leading a number of City Branding workshops. Mr. Williams is a sought after speaker and workshop leader for the International Downtown Association, the International Council of Shopping Centers, National Retail Federation, the Retail Council of Canada and private organizations. Additionally, he has co-authored Marketing Main Street for Heritage Canada and Building A Winning Retail Strategy, for the Retail Learning Initiative. With Maureen Atkinson, John Williams helped pioneer a marketing approach to downtown revitalization. By tackling commercial urban projects from a market -sensitive, consumer needs basis, Urban Marketing Collaborative quickly earned the respect of clients who found this approach to be practical and results oriented. Mr. Williams' business career started with Eatori s chain of department stores where he held positions in store management, divisional merchandising, sales management and corporate merchandise management. In 1974, Mr. Williams opened his own consulting firm. He has since consulted to a wide range of clients where his work is known for its practical yet creative approach to achieving results. Clients include leading Canadian, U.S.A. and U.K. developers of shopping centers, over 100 retail chains, independents and department stores plus governments and airports. Mr. Williams' special emphasis on projects is strategic planning, creative problem solving and a practical retail approach to action. John Williams is a graduate of the University of British Columbia (B. Comm) and Northwestern University (M.B.A). He is a former Board member for the International Downtown Association. Mr. Williams has led or been a team member on all of the projects listed under UMC's relevant work experience. Urban Marketing Collaborative Maureen Atkinson Maureen Atkinson is President and Senior Consultant of Urban Marketing Collaborative. Ms. Atkinson holds a degree in Administrative Studies from York University, Toronto, Ontario, and is a member of the Professional Marketing Research Society (PMRS). From 1972 to 1982, Maureen Atkinson was with T. Eaton Company, a national department store chain, in sales management, marketing research and merchandising management. She was involved in such projects as the opening of Eaton's flagship store in the Toronto Eaton Center; assessment of consumer research studies to determine the marketing direction for the Company's Pacific Division; and merchandise assortment planning for new stores. Ms. Atkinson joined John C. Williams Consultants Ltd., in 1982 as a marketing and research associate; and in 1987 founded Urban Marketing Collaborative. Maureen Atkinson has consulted with many governments, business associations and individual retailers in her consulting career. She has also co-authored: "Main Street Marketing", a workbook on the marketing issues of downtown revitalization for Heiitage Canada; and has written articles for the: • National Trust for Historic Preservation, • International Downtown Association, and • Urban Land Institute She is a frequent speaker on Public Markets and retailing in downtowns, and is a Board member of the International Downtown Association, Inc. Ms. Atkinson has led or been a team member on all of the projects listed under UMC's relevant work experience. Urban Marketing Collaborative John Archer John Archer is involved with the research and analysis of data for various marketing and consulting studies conducted by Urban Marketing Collaborative, and its sister company J.C. Williams Group. Recent project participation includes: • economic impact assessment of changes to Downtown Pittsburgh • downtown retail revitalization study for Barrington Street in Halifax; • development of a new retail/commercial site at Berczy Village in northern Toronto; • South Pittsburgh business district commercial study; • Downtown Colorado Springs retail market assessment; and Prior to joining Urban Marketing Collaborative/J.C. Williams Group, Mr. Archer worked as a freelance research associate for these two companies. He has conducted numerous projects including a demographic and economic analysis for VIA Rail, and survey research for various national clothing retailers. John Archer holds a Bachelor of Commerce Degree from Queens University. After graduating from Queens he spent a year working and traveling throughout Australia, South -East Asia, and Korea before returning to Queens University to earn his Master in Urban and Regional Planning. His Master's Report focussed on the economic and social location factors for the businesses and services located in a downtown neighborhood of a southern Ontario city. John has worked with numerous planning bodies and committees associated with the former Metropolitan Toronto, the former City of Toronto, and the current City of Toronto on issues related to safety and urban form. He co-authored a resource guide/handbook on safety and hate crime for Metropolitan Toronto and has conducted workshops and seminars on these issues. Urban Marketing Collaborative Anna Ritacca Consultant Anna Ritacca offers over twelve years of professional experience in the interdisciplinary areas of urban planning, revitalization, urban economics, and market research and analysis. As a Consultant with J.C. Williams Group and Urban Marketing Collaborative, Anna works with a range of clients in the areas of real estate, urban revitalization, trade area/location analysis, and market research and analysis. Prior to joining the J.C. Williams Group, Anna's most recent position was as a Development Planner with Cadillac Fairview where she assessed planning information regarding development potential for their existing shopping centres as part of the company's expansion and revitalization program across Canada. Anna s background has also included the position of Policy Planner with the City of Mississauga. During that time, she conducted numerous strategic plans, market feasibility/impact studies, and reviews of development applications within a market context. Her role as a Policy Planner has allowed her the ability to balance the interests of the various market players involved - landowners, developers, businesses, community, and the municipality. Previous to these roles, Anna's experience included analysis of market opportunity and site/locations for Woolco department stores in 20 large urban centres across Canada. Her extensive background also includes numerous projects in the areas of economic development; population, demographic and employment forecasting/analysis; real estate analysis and evaluations; retail market trend analysis; and consumer research and analysis. Anna has a Specialist Honours Bachelor of Arts degree in Economics and Geography from the University of Toronto. Her Honours Report focused on the decentralization of office space and businesses in the Greater Toronto Area. Anna is also affiliated with the Ontario Professional Planners Institute. CityBranding (UMC along with support from other partners) Urban Marketing Collaborative has been Instrumental in pioneering a process to allow cities to create unique and compelling points of difference through the use of branding. CityBranding goes beyond defining a logo and slogan for a city; it includes a process that takes into consideration a holistic approach to determining the Brand Essence. The philosophy that serves as the basis for this approach focuses on the tangible and intangible attributes of the city. These attributes are based on the history, present situation, the target market segments, sensory aesthetics, and added benefits that the city possesses. The added value manifests itself in terms of building • users for life, • long term profitable growth for the city, and • a trust mark (the visual brand). The last point, creating a trust mark, is the important culmination of the process that determines what the city stands for. This trust mark comes in the form of a name, logo, and/or symbol, or slogan that evokes in existing and potential visitors, users, and investors an individual perception of added value and worth. CityBranding can be incorporated into our approach but is listed as only an option at this point. Our team fees include a separate optional line item price to provide this service. Implementation Business Plan Our team will prepare an Implementation Business Plan for the downtown that will summarize plan recommendations, identify costs and source of funds for recommended actions, and determine responsible agencies. It will also provide a sequencing timetable and establish an organizational blueprint to guide both the long and short term management, marketing and development of the downtown. The Implementation Business Plan will include the following components: Organizational Assessment The organizational assessment will evaluate the strengths, weaknesses, roles and responsibilities of the existing organizations Involved In the downtown management, marketing and development. The assessment will be conducted through a series of one-on-one meetings with program managers and boards of directors from relevant organizations. Regulatory Climate Assessment The regulatory climate for new development will be evaluated including building codes, development review processes, zoning compatibility, design review, historic preservation, etc. The regulatory assessment will include interviews with key program managers at the city, related Tim Baldwin, AICP Senior Associate Experience Tim Baldwin is a Senior Associate with BRW and manages the Transit Planning Group of the fum's Denver office. He has more than 20 years of experience in transit and transportation planning, government relations, and public policy analysis in both the public and private sectors. Formerly an executive at Dallas Area Rapid Transit and an assistant to a U.S. Congressman, he specializes in managing complex interdisciplinary multi -modal transportation projects and is also adept in transportation -related public policy development and local and regional transportation planning. His areas of expertise include corridor studies; historic streetcar systems; local and regional circulator planning; local, regional, and statewide transit systems planning; intermodal facilities planning; and transit - oriented development and transit -related urban design projects. Corridor Studies Mr. Baldwin has worked on a variety of long-range corridor studies and Major Investment Studies in numerous locations. He is serving as Project Manager for the LAX/South (Orange County) High Speed Ground Access Study in Southern California, and for the Earhart Corridor EIS in New Orleans. He was project manager for the North Front Range Transportation Alternatives Feasibility Study, a Major Investment Study for the 60-mile corridor between Denver and Fort Collins, Colorado. His experience also includes serving as Deputy Project Manager for the East Corridor Major Investment Study in Denver and the Tulsa Commuter Rail Feasibility Study in Oklahoma. He served as project planner on the North Central Alternatives Analysis/Environmental Impact Statement project in Dallas, the Arizona High -Speed Rail Feasibility Study, and the Fayetteville (NC) Long -Range Corridor Study. Circulator/Streetcar Planning Mr. Baldwin has worked on numerous local and regional circulator studies, with a heavy emphasis on vintage or historic streetcar projects. He is Project Manager for BRW's role on the Milwaukee Downtown Transit Connector Study. He served as Project Manager for the River Rail Streetcar Project in Little Rock, carrying that project through the feasibility, preliminary engineering, and final design stages (including development of an Environmental Assessment and a Project Management Plan). He also served as Project Manager for the Colorado Springs Historic Streetcar Feasibility Study and the Indianapolis Downtown Vintage Trolley Conceptual Design Study. He has served as project planner for the Wilmington (DE) Streetcar Feasibility Study, the Central Platte Valley Vintage Trolley Extension Project in Denver, and the El Paso Streetcar Feasibility Study and Advanced Planning/Preliminary Engineering. Saldwin.01 Tim Baldwin, AICP Page 2 Mr. Baldwin has significant experience in local and regional circulator studies as well. His experience includes serving as principal planner for the Texas Medical Center Circulator Study in Houston, the Las Colinas Circulator Assessment Study in Irving (TX), and the Killington (VT) Circulator Study. Systems Planning Mr. Baldwin has been active in a large number of local, regional, and statewide transit systems planning projects around the country. He is the Project Manager for the Lewisville (TX) Transit Needs Assessment Study and is BRW's Project Manager for the Dallas Area Rapid Transit System Plan Update. He served as Project Manager for the Central Arkansas Regional Rail Project in Little Rock, the Englewood (CO) Transportation Visioning Study, the Colorado Passenger Rail Feasibility Study, the Nevada Public Transportation Management Systems Study, and the Arizona Intermodal Management Systems Study. While at Dallas Area Rapid Transit, he assisted in the development of the multi- billion -dollar DART System Plan, many components of which are in place or being planned, designed, or constructed today. His experience also includes serving as principal planner for the North Front Range Transportation Funding Feasibility Study in Fort Collins (CO), the Arizona Passenger Rail Feasibility Study, the Tulsa Regional Mobility Plan and Downtown Mobility Plan, and the Fort Bend County (TX) Mobility Plan. Intermodal Facilities Planning Mr. Baldwin has assisted in the development of a number of intermodal bus and rail facilities in many cities in the U.S. He is serving as BRW's Project Manager for planning services for the Downtown Oklahoma City Transit Center and the Downtown Colorado Springs Transit Center Study. He has also served as Transit -Oriented Development/Urban Design principal planner for the Los Angeles Union Passenger Terminal Long -Range Capacity and Access Study, the Tulsa Downtown Transit Center (including site location and schematic design), the Yuma (AZ) Multi -Modal Transportation Center, the Raleigh Downtown Intermodal Transfer Center, and the North Charleston (SC) Intermodal Center. He also has assisted in the planning and site evaluation and development for the Stapleton Intermodal Center in Denver, and while at Dallas Area Rapid Transit, he supervised the development of the first DART Transit Design Policy Manual. Mr. Baldwin has assisted in planning for transit -related elements in several significant urban design and station area planning projects, including participating in the development of the Economic Development and Land Use Plan for the Dallas Area Rapid Transit Starter System. He also has contributed transit planning assistance to the Central Denver Transportation Study, the Denver LRT Transit - Oriented Development Station Area Plan, the Broadway Corridor Baldwin.01 Tim Baldwin, AICP Page 3 Transportation and Urban Design Plan in Denver, the Central Pueblo (CO) Framework Plan, the Billings (MT) Downtown Framework Plan, and the Fort Worth (TX) North Main Streetscape and Development Plan. Education Bachelor of Arts in Political Science, University of North Texas, 1974 Masters of Public Administration, University of North Texas, 1977 Attended Public Executive Institute at LBJ School of Public Affairs, University of Texas, 1987 Professional Registrations/ American Public Transit Association Affiliations South West Transit Association Colorado Association of State Transit Agencies American Planning Association/American Institute of Certified Planners Work History BRW, Inc., Senior Associate (2000 to Present) Kimley-Horn and Associates, Inc., Associate/Senior Project Manager (1993 to 2000) Weatherby Consulting, Principal and Associate Executive Director of the South West Transit Association (1991 to 1993) Dallas Area Rapid Transit, Government Relations Director, Assistant to the Executive Director, and Senior Planning Project Manager (1985 to 1991) Office of Congressman Martin Frost, Legislative Director and Budget Committee Associate Staff (1979 to 1985) Baldwin.01 URS Richard L. Ensdorff, AICP Senior Associate J Experience Mr. Ensdorff is a Senior Associate and Transportation Planner in BRW's Denver office. He has been a professional transportation planner and engineer for over 25 years. Mr. Ensdorff has demonstrated his diverse transportation experience both in the public and private sector by creating an alternative modes transportation program, planning and implementing the expansion of a small urban transit operation, and establishing a city-wide traffic safety program. Mr. Ensdorff has managed numerous complex transportation projects ranging from regional transportation plans and citywide congestion management planning to computerized traffic signal control system implementation and operation. Transportation Planning As transportation planning task manager for the Dallas Area Rapid Transit Northwest Corridor Major Investment Study (MIS), Mr. Ensdorff is responsible for a number of project tasks including: conceptual alternative development for TSM/TSM and HOV, data collection, and coordination with the North Central Texas Council of Governments. He is the transportation manager for an integrated planning study of the Cherry Creek Greenway Master Plan for the City and County of Denver. This project will develop alternatives to best manage this valuable community resource. The transportation alternatives will be developed to support the environmental and recreation objectives of the city and surrounding neighborhoods. For the Town of Bayfield, CO, Mr. Ensdorff is the project manager for a Pedestrian and Trail Needs Assessment. A small town in southwestern Colorado, Bayfteld is experiencing growth and is committed to developing a community that is accessible for walking and biking. The assessment includes a capital improvement program and a financial plan to help the town implement the pedestrian and trail improvements. Mr. Ensdorff was the transportation task manager for the Arapahoe County Comprehensive Plan. This Comprehensive Plan update for this growing county in the Denver Metro area includes a transportation element, including an assessment of the existing conditions, travel forecasting for the year 2020 and the development of transportation strategies to address existing and future travel demands. All modes of travel will be included in the transportation element. Mr. Ensdorff was the project manager for the Denver International Airport Rail Feasibility Study in Denver, CO, a study to analyze the impacts of commuter rail service to the Airport. The study included rail passenger ridership projections, rail alignment assessment, rail station interface with the terminal, capital and operating cost estimates. As a part of this work effort an airport hotel site analysis and rental Ensdortf.00 Richard L. Ensdorff, AICP Page 2 car operation study were conducted As project manager for the North/South Corridor Feasibility Study in Grand Junction, CO, he helped identify the best alignment for a new north/south corridor in the Grand Junction area. The project included significant public process, traffic modeling, alternative analysis, environmental assessment, and conceptual designs of new Colorado River crossings. Mr. Ensdorff was the project manager for the update of the Master Transportation Plan in Avon, CO. The transportation plan looked at the impact of growth on the transportation system and included a multi -modal transportation improvement plan to address the transportation needs of the town. As deputy director of the Northern Colorado MPO, he was responsible for the Northern Colorado Regional Bikeway Plan, leading the effort to create a regional bikeway plan. The cities of Fort Collins, Greeley, Loveland and Windsor all had established bikeway facilities which were incorporated into the regional plan, in addition to regional connector links. Also in the position, Mr. Ensdorff managed the Northern Colorado Regional Transportation Plan, the regional transportation planning effort required by the State of Colorado that addressed all modes of transportation and identified needed transportation improvements. The plan identified a need for a balance between new roadway capacity and enhancements to alternative transportation and demand management. Mr. Ensdorff was the director of transportation/project manager for the City of Fort Collins Transportation Demand Management project. The program emphasized van pooling, car pooling, discounted transit passes, and promotional activities. As director of transportation for the City of Fort Collins, Mr. Ensdorff was responsible for the establishment of an Alternative Modes Program that brought together the Bikeway Program, Transit Planning, Pedestrian Program, and the Demand Management Program into one focused operating program. He also directed the development of the City of Fort Collins Congestion Management Plan, establishing new transportation policies and action programs to manage and reduce congestion into the future. Included in the plan was an emphasis on a balance between alternative transportation, transportation demand management, and roadway improvement projects. He was the staff project manager for the Northeast Area Transportation Plan in Fort Collins. The plan analyzed existing and future traffic conditions, including traffic volumes, accidents, and level of service for all modes of travel. Based on this analysis, transportation improvements were identified to meet future travel demand. Improvements included increased transit routes, new bikeways, and roadway improvements. Ensdortf.00 Richard L. Ensdorff, AICP Page 3 Additionally, Mr. Ensdorff was the project manager responsible for the development of the Fort Collins Area Bikeway Plan. Over 17 years, the bikeway system expanded from 15 miles of on-street/off-street facilities to over 60 miles in 1995. Included in the bikeway facilities were the innovative use of magnetic loop detection for bicycles at traffic signals. Transit Planning and Operations For the Suntran Transit Development Plan in Tucson, AZ, Mr. Ensdorff served as transportation planner, responsible for the preparation of two, five-year transit development plans for the City's transit system. He developed route ridership projections and operating evaluations for all of the 38 transit routes in the system. Traffic Engineering As the project manager for the Downtown Historic Area/Truck Bypass Project in Fort Collins, CO, Mr. Ensdorff developed a truck management plan to reduce the impact of interstate truck traffic on the historic downtown area of Fort Collins. A plan was developed that involved a partnership between the City, the Colorado Department of Transportation, Wyoming Department of Transportation, the trucking industry, and property owners in the downtown area. He managed the installation of a Computerized Traffic Signal Control System in Fort Collins, CO. This centralized control system has real time control over all 135 traffic signals in the city. Mr. Ensdorff was then responsible for all on -going system operations after installation in 1982. Under his direction, the City of Fort Collins Engineering Division developed a Traffic Signal Improvement Program, designing, constructing and operating over 120 traffic signals throughout the City. Mr. Ensdorff was the city traffic engineer responsible for the Traffic Safety Program in Fort Collins, CO. The program consisted of a computerized accident program to analyze accident patterns and an improvement program to eliminate identified traffic safety locations. For the City of Tucson, AZ, W. Ensdorff was the transportation planner and principal investigator for the city-wide High Accident Improvement Program. He developed accident rate information for all city intersections, identified and prioritized safety improvement projects. He also was responsible for identifying new and modified additions to the city bikeway system in the Bikeway Improvement Program. Improvements included new bike lane connectors to University of Arizona, Randolph Park, and Pima Community College. He managed the Transportation Studies Program in Tucson, AZ, including the city-wide traffic count program (120 count location), signal warrant studies, origin and destination studies, parking turnover studies, pedestrian crossing studies, intersection delay studies, and speed studies. Mr. Ensdorff was the director of transportation for the Fort Collins Residential Ensdorff.00 Richard L. Ensdorff, AICP Page 4 Neighborhoods Parking Improvement Project. This program reduced the impact of non-residential parking on residential neighborhoods adjacent to downtown and Colorado State University and included the implementation of residential permit programs in a number of neighborhoods. He was also the director of transportation for the Downtown Fort Collins Parking Plan, a program that included the management of six public surface parking lots and one parking garage. He also managed the enforcement of all downtown on -street and off-street parking. On a yearly basis, all downtown parking was studied to determine turnover rates, hourly occupancy, and frequency of use. In addition, Mr. Ensdorff was the project manager for a Downtown Parking Plan that developed an improvement plan for new surface and structured parking. In Tucson, AZ, he was the project manager for the Randolph Park Parking and Circulation Plan. Randolph Park includes the City Zoo, Hi Corbett Baseball Stadium, and two golf courses. The parking and circulation plan identified the needed parking and circulation system to serve this complex. Education Master of Arts in Urban Geography, Bellevue College, 1969 Graduate Studies in Transportation Engineering and Planning, Northwestern University Systematic Development of Informal Consent, Institute for Participatory Management and Planning, 1987 to 1988 Management Program for Transportation and Highway Engineers, Pennsylvania State University, 1986 National Transit Institute, Major Investment Study Program, 1996 Bachelor of Arts in History, Bellevue College, 1968 Professional Registrations/ American Institute of Certified Planners (1997) Affiliations Fellow/Institute of Transportation Engineers American Planning Association American Public Works Association Work History BRW, Inc., Senior Associate (1998 to Present) Parsons Brinkerhoff Quade Douglas, Transportation Planner (1996 to 1998) MK Centennial, Senior Project Manager (1995 to 1996) City of Fort Collins, Director of Transportation (1978 to 1995) City of Tucson, Transportation Planner (1972 to 1978) Ensdorff.00 URS Christopher D. Vogelsang, PE J f Traffic Engineer Experience Mr. Vogelsang has more than ten years of experience in the transportation field. He was the task manager for the traffic engineering tasks for the CPV LRT Spur including intersection alternatives analysis and LRT control methods for vehicle, pedestrian, and bicycle conflicts. Mr. Vogelsang was also responsible for developing signal timing and progression plans for the recent mall shuttle extension from Market Street Station to Denver Union Terminal that accommodated mall shuttles, express buses, city street traffic, and pedestrians along and across the mall. His micro -simulation experience includes the simulation of potential LRT/roadway configurations in relation to the Colorado Convention Center project, alternative roadway configurations for 17th, 18th, 19th and 20th Streets east of Downtown Denver in conjunction with the St. Luke's redevelopment, and the simulation of the 500 West/500 South/1-15 North interchange area in Salt Lake City, Utah, among others. The Convention Center simulation project network included Colfax Avenue and Speer Boulevard near Cherry Creek as well as the LRT Central Corridor in that area. Relative Experience Mr. Vogelsang is currently involved in the Yosemite National Park Valley Circulation Plan, where he is investigating the effects on various configurations of park roads on travel patterns. This investigation includes parking operations, shuttle service, bicycle access, pedestrian crossing issues, and resource impacts related to the alternatives. Major considerations in choosing an alternative are visitor experience and resource impacts, including the effects of new visitor facilities on cultural, historic, and natural resources that are in close proximity to the proposed improvements. Mr. Vogelsang has also completed a Pedestrian Access and Safety Study for the Town of Avon, CO and a city wide Bicycle and Pedestrian Connection Master Plan for the Town of Bayfield, CO. Mr. Vogelsang has completed numerous parking and circulation studies in the Denver metropolitan area including the St. Luke's Redevelopment, Stadium Walk in Lower Downtown Denver, Colorado's Ocean Journey, and the Colorado Convention Center. For Colorado's Ocean Journey he investigated the effects of a new recreation destination on an existing freeway interchange and the interaction of the parking facility with the facility, which are separated by a minor arterial. Mr. Vogelsang's traffic engineering and signalization experience includes; the signal system design for approximately 250 intersections of the downtown grid in Fargo, ND; traffic impact studies and initial design and operations of proposed roundabout intersections for the redevelopment of the former Lowry Air Force Base in Denver, CO; ingress and egress traffic control for the proposed Pepsi Center in Denver, CO including static and fiber optic blank -out signing; and, Vogelsang.01 Christopher D. Vogelsang, PE Page 2 numerous traffic impact studies, signing and striping, and safety analyses in Minnesota and Colorado. Education Bachelor of Civil Engineering, University of Minnesota, 1994 Professional Registrations/ Registered Professional Engineer, California (C 59300/1999) Affiliations Institute of Transportation Engineers National Committee on Uniform Traffic Control Devices Denver Regional Council of Governments Pedestrian and Bicycle Advisory Committee Work History BRW, Inc., Transportation Engineer (1995 to Present) BRW, Inc., Special Projects Coordinator (1994 to 1995) BRW, Inc., Special Projects Team Member (1991 to 1994) Vogelsang.01 Amy E. Lewin Transportation Engineer Experience Ms. Lewin is a Transportation Engineer in the URS Denver office. Ms. Lewin is currently assisting on such projects as Pittsburgh Transit Visioning Study, CDOT Asset Management Tiering, Estes Valley Transportation Alternatives Study, Dallas Area Rapid Transit. Ms. Lewin is currently using various planning and network modeling tools, including TransCAD, ArcView, Viper, and TRANPLAN. For the Pittsburgh Transit Visioning Study, Ms. Lewin has used both ArcView and TransCAD to prepare maps of socioeconomic, transportation, transit, and trip data from the Census and from the Southwestern Pennsylvania Commission. Ms. Lewin has also managed and maintained a project collaboration website. The CDOT Asset Management Tiering project consists of developing a tiered structure for managing the transportation infrastructure of Colorado's highways. Ms. Lewin has conducted research on highway system classification schemes for planning and programming. Ms. Lewin has also aided in the traffic forecasting phase of the Estes Valley Transportation Alternatives Study, including smoothing traffic counts and using Viper and TRANPLAN to create and load the traffic network. For Dallas Area Rapid Transit and other clients, Ms. Lewin has conducted research and established a library on rail and bus vehicle technology, and has conducted research on the applications of Intelligent Transportation Systems (ITS). At the University of Denver, Ms. Lewin studied research methodology in intermodal transportation, logistics, and supply chain management. Education Certificate in Intermodal Transportation, University of Denver Intermodal Transportation Institute, 2001 Bachelor of Science in Systems Science and Engineering with Special Concentration in Civil Engineering, Washington University in St. Louis, 1997 Professional Registrations/ Women's Transportation Seminar Affiliations Society of Women Engineers Work History URS-BRW, Transportation Engineer (2001 to Present) Lockheed Martin EIS, Senior Systems Integration Analyst (1997-2001) Lewin.02 agencies and downtown stakeholders, including past and prospective developers and investors. Recommendations for regulatory adjustments will be developed in concert with the Technical Planning Team. Organizational Blueprint Based upon the organizational assessment and the preliminary recommendations from the Strategic Planning process, the organizational blueprint will recommend a public/private partnership structure to sustain downtown improvement efforts. Key objectives for the organizational blueprint will include: • Provide a unified voice for downtown stakeholders; • Maximize accountability and stakeholder representation; • Strengthen existing Initiatives that are successful and consistent with the Strategic Plan • Establish self sustaining revenue sources for downtown marketing and management; • Create economies of scale in the administration and deployment of programs; • Maximize coordination with the City and other agencies involved in downtown development and improvement efforts. A variety of organizational mechanisms will be explored plus special district options to extend and/or replace the DDA. The Organizational Blueprint will include the following parameters for a revamped downtown public/private partnership: • Mission and objectives; • Geographic service boundaries; • Program and budget options; • Source of funds; • Governance structure; • Relationship to existing organizations and agencies. The Blueprint will be developed through a process that engages program managers and boards of directors from affected organizations and agencies. Parking and Transportation (URS) The importance of parking and transportation issues in downtown must be understood and designed to support the retail and business activities of the area. Comprehensive Parking Plan The City of Fort Collins has done a number of downtown parking studies over the years. These studies have been done with the goal of trying to balance the competing needs of the diverse set of downtown users by creating, managing, enforcing and operating the parking supply. We believe the Downtown Strategic Plan offers the opportunity for the City to effectively link overall downtown planning with the role parking could and will play in addressing the downtown vision. We have created our Comprehensive Parking Plan work scope so that it will address that concept by integrating it Into the overall scope and process for the Downtown Strategic Plan. Citc of Fort Collins Downtown Strategic Plan --- 6 Project Approach L. DENNIS BURNS EDUCATION: University of North Carolina — Charlotte, NC B.A. Humanities / Psychology University of North Carolina — Charlotte, NC Graduate Program, Counseling EXPERIENCE: Carl Walker Inc., (1997 —present) Director, Studies and Operations Consulting Senior Planner, Healthcare and Functional Operations Specialist Carolinas HealthCare System, (1989 — 1997) Director, Transportation and Parking Director, Facility Services DSM Parking Solutions, (1995 —1997) Principal, Parking Operations Management and Revenue/Access Control System Consulting The Management Collaborative, (1995 — 1996) Independent Contractor, Medical Center Parking and Transportation Benchmarking Charlotte/Douglas Int. Airport, (1981 — 1989) Supervisor Parking and Ground Transportation Operations PROFESSIONAL ACTIVITIES: Member International Parking Institute Phoenix valley Partnership Sneaker International Parking Institute Conference Fort Lauderdale 2000 — "Parking Operations Consulting, A New Model for Success" International Parking Institute Conference Orlando, FL 1997 — "Applying Debit Card Technologies in the Parking Environment" International Parking Institute Conference Chicago, IL 1996—"Integrating Parking Booth Camera and Revenue Control Systems Publications is Big Brother Watching? The Parking Professional — Sept. 1995 The Game of Venery The Parking Professional —Jan. 1997 integrating CCTV Systems in Parking Booth Operations Parking Security Report— Dec. 1995 Mr. Burns has over 20 years of parking operations, management and consulting experience. His direct management experience in both healthcare and airport environments gives Mr. Burns an in-depth understanding of functional and operational issues. Mr. Burns' career began at the Charlotte Douglas International Airport where he was responsible for parking and ground transportation activities including revenue control, customer service, shuttle operations and taxi/ limousine services. Mr. Burns then took the position of Director of Facility Services for a large and growing hospital system, including operational responsibilities for over 12,000 parking spaces. He oversaw devel-opment of a system -wide computerized parking and facility access control system with over 200 card readers. He also has extensive project management experience. Mr. Burns' particular expertise is in parking operations and planning. He is the author of a number of parking studies and has developed parking "benchmarking" tools to improve operational performance and increase efficiency. Mr. Burns has a solid background in parking management and operations. He specializes in supply/demand studies, shared parking analyses, operations planning, parking audits, parking master plans, and access control equipment design and specifications. Mr. Burns also has extensive expertise in the development and operation of transportation systems to complement parking operations, as well as parking and transportation demand management strategies designed to reduce parking demand. As the Director of the Studies and Operations Consulting Group Mr. Burns has spearheaded the development of Operations Consulting as a means of providing additional value-added services to our clients on a national basis. MATTHEW 0. INMAN EXPERIENCE: Carl Walker, Inc., (2000-present) Parking Operations Specialist Standard Parking, (1999-2000) Operations Manager Arizona State University (1992-99) Program Coordinator Evening Operations Supervisor Special Events and Visitor Parking Supervisor EDUCATION: Excelsior College Bachelor of Arts — Liberal Studies Emphasis in History and Geography Arizona State University Major - United States History Academic Honors: - Gamma Beta Phi Honor Society - Phi Alpha Theta Honor Society in History - ASU Medallion of Merit PROFESSIONAL ACTIVITIES: International Parking Institute RECENT PROJECTS: Arizona State University, Main Campus Campus Parking and Transit Master Plan University of Illinois — Urbana/Champaign Campus Parking and Transit Master Plan Arizona State UniversityEast Campus Parking and Transit Development Plan Owing Mills Mixed -Use Development Supply/Demand and Shared Parking Analysis American Valet Company Operations and Revenue Control Review Maricopa County, Arizona Durango Parking Garage — Functional Design Phoenix Children's Hospital — Phoenix, Arizona New Parking Garage — Functional Design City of Spokane, Washington Spokane International Airport— Signage Layout and Design Mr. Inman has over 9 years of parking operations and management experience beginning at Arizona State University and leading to the position of Operations Manager for Standard Parking, a national private parking operator. His direct operations experience in university, municipal and private parking environments gives Mr. Inman an in-depth understanding of functional and operational parking issues. While with Standard Parking, Mr. Inman managed day-to-day parking operations, including parking revenue control system management, development of field operations manuals, staff training programs, customer service programs, etc. Mr. Inman was the start-up manager for a new 2,700 space mixed -use facility for the City of Phoenix, including the development and installation of the Federal APD SCAN NT parking revenue and access control system. As a Program Coordinator with Arizona State University Parking and Transit Services in Tempe, Arizona, which has a student population of over 44,000, Mr. Inman coordinated special events, parking enforcement and maintenance and visitor parking activities. Mr. Inman has extensive experience in the area of special events parking management, having coordinated parking and traffic operations for over 600 events per year. These events ranged from small group meetings to large special events including NCAA athletic events, Arizona Cardinals football, National Championship Fiesta Bowls (1996 & 1999) and Super Bowl XXX in 1996. SCOT D. MARTIN EDUCATION: Bachelor of Arts in Sociology, University of Colorado, Boulder, Colorado, 1982 Master of Science in Urban Design and Planning, University of Colorado, Denver, Colorado, 1987 EMPLOYMENT: Corporate Director of Functional Design, Carl Walker, Inc., Denver, CO (2000-Present) Senior Planner and Study Consultant, Carl Walker, Inc., Denver, CO (1993-2000) Parking Study Specialist, Desman Associates, McLean, Virginia (1988-1992) Economic Analyst, Hammer, Slier, George Associates, Denver, CO (1986-1987) Planning Analyst, various State and Regional agencies, Denver, CO (1982-1986) AFFILIATIONS: Urban Land Institute National Ski Patrol Mr. Martin is the Corporate Director of Functional Design for Carl Walker, Inc. He is located in the Denver office. His responsibilities as a director include staff training, project reviews and planning, and updating and maintaining standard details, specifications, and the company's functional design manual. In addition to his corporate duties, he is a specialist in Urban Design and Planning, Study Specialist and Project Manager. He has completed numerous site -specific studies and parking master plans for municipalities, hospitals, universities, pri- vate developers and others throughout the United States. In addition to parking supply and demand analysis and iden-tification of parking deficiencies, studies completed by Mr. Martin have involved parking duration and turnover, shared parking, site alternatives, parking system improvements, cost estimating, and financial feasibility. He has served as a functional specialist on a multitude of parking structure and surface lot design projects. His functional design experience includes parking plan-ning, facility configuration, access design (lane requirements), queuing analysis, parking geometrics, graphics and signage, lighting, traffic/pedestrian circulation, and ADA compliance,. Mr. Martin's varied and extensive parking consulting experience allows him to man- age projects through all phases of design, and effectively respond to the needs of our clients on a variety of projects. Project Fees The following fee breakdown reflects the scope of services and project approach detailed in our proposal. We know through our experience with Fort Collins that the balance of public involvement and technical support is critical for a successful outcome. This and r best fort to provide the ices that the City needs..e associated u Our team will negotiate these feess and scope with thevCity prior to project start-up to make adjustments as necessary. Civitas, Inc. $45,000 Public Involvement Process $5,000 Newsletters (optional) $30,000 Project Administration $25,000 Urban Design $60,000 Urban Marketing Collaborative $20,000 CityBranding (optional) Progressive Urban Management Associates $40,000 URS Comprehensive Downtown Parking Plan $60,000 50,000 $50 Downtown Parking Implementation Element $8,000 Freight Delivery/Mobility Study $ District Level Transportation/Circulation Impact ,000 Study for Current Downtown Vision $g,000 Analysis for three Downtown Plan Alternatives $55,000 Analysis for three site specific land use alternatives ,000 District Level Transportation/Circulation Impact Study for Preferred Alternative $10,000 Infrastructure Assessment Conceptual Infrastructure Design Support (optional) $5,000 $30,000 Mile High Development $395,000 Base Fee $30,000 Optional Fees Fees