Ia stlaurent proposal

ia urbaneconomic

development

développement économiqueurbain

STATEOFTHEMAIN

a l o o k a t t h e p a s t , p r e s e n t , a n d f u t u r e o f s a i n t - l a u r e n t

preliminary strategic planning proposal to la societé de développement du boulevard saint-laurent

30 september 2010

ACTIONu r b a n e c o n o m i c d e v e l o p m e n t

inter/417 - 815 Sherbrooke Street West

Montreal, Quebec H3A 2K6

interACTION is...Eric Anderson

Alex CarruthersJennie McDowell

May PhamJeff Robson

Document © 2010 by interACTION GroupDesign & Infographics © 2010 by Jeff Robson

Typeset in Nevis Bold, Gotham Book, and Baskerville

ia 30

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whi

le im

prov

ing

the

perc

eive

d se

rvic

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of t

he S

DB

SL. T

hank

you

for

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oppo

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o w

ork

with

you

on

wha

t w

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ill b

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ase

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page left blank.

About Us . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .2

Our Philosophy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3

Understanding Saint-Laurent . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4

A Fresh Approach . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5

Methodology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6

Gantt Chart . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

Time Budget . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12

Project Workflow . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14

Team Profiles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15

planning project proposal 1

TABLE OF CONTENTS

The interACTION team brings experience in real estate economics, demographics, urban planning, environmental design, business relations, management consulting, and technology solutions. We are able to analyze complex situations and develop comprehensive solutions that are practical yet dynamic. Together we speak six different languages, and pride ourselves in our direct two-way communication with clients, merchants and patrons alike.

WHAT DRIVES INTERACTION?

ImageCommunicating an image that is current and accessible is important for any firm. interACTION is sensitive to a client’s understanding of “cool”.

Tech SavvyTechnology is opening doors and revealing new opportunities for networking and learning every day. Harnessing this resource is central to shaping the businesses and communities of the future.

Human Spaces Cities are first and foremost places for people to live and interact. Streets, parks, buildings, and other infrastructure should be built with this goal in mind.

Community BuildingCultivating collaboration and connection between local business and residents in a network of complimentary relationships.

Local EconomyLocal small businesses and producers provide more than just jobs. They are more responsive to their communities, offer unique products and services, add character to a place, and are more likely to cycle their profits back into the local economy.

Collaboration and CooperationThe greatest ideas are formed by tapping into collective knowledge by working together with people of various skills, knowledge and interests.

Support NetworksAn environment where interaction, exchange and support are not only possible, but practiced on a daily basis - a necessary element in successful communities in the office or on the street.

AdaptabilityMaintaining an open mind, responding to the unforeseen, recognizing failure, and changing course when required is a secret to our efficiency.

Realistic SolutionsWasting time and money on pie-in-the-sky ideas serves neither our business nor our client’s. Action is in our name.

MAKE THE RULES OF PLANNING WORK FOR YOU.

2 state of the main : interaction

ABOUT US

Through our unique approach, ViSIA, we provide options for straightaway action with visible results for our client. Immediate Activation projects (IAs) form the foundation of a goal-oriented long-term vision for the community.

The IAs often fall into these categories:• Strategic changes to the physical environment• Customer attraction/retention programs• Special events for business owners

The momentum gained through the success of the IAs is channeled into a custom ViSIA framework for future planning, visioning, and interaction that will facilitate the continued growth and development of the local economy.

Potential elements of the ViSIA framework include:• Annual satisfaction monitoring solutions• Online community design platform• Important causes to champion• Opportunities within the existing political

climate


OUR PHILOSOPHYVISIA: VISION STRENGTHENED THROUGH IMMEDIATE ACTIVATION

Boulevard Saint-Laurent is recognized by locals and visitors alike as the spine of Montreal’s expansion from the Old Port over time. Today, this proud history can be read in the facades of its buildings and in the richness and diversity of its inhabitants.

Also known as The Main, Boulevard Saint-Laurent embodies the city’s dynamic spirit. Extending from the Old Port at the south of the island to Rivière des Prairies in the north, The Main has been vital in the development of many of the city’s oldest neighbourhoods. It has also served as the meeting place for Montreal’s French, English, and immigrant populations. First arriving at the Old Port, immigrants to Canada found new opportunities and new life travelling north up the Boulevard, a legacy that can still be felt today. Influenced by this intersection of cultures and perspectives, The Main maintains its unique character, persisting to play its role as a fundamental cultural, economic, and social force on the Island of Montreal to this day.

STUDY AREA

The specific segment under study on the Boulevard is a two-kilometre section running from Sherbrooke Street in the south to Mont-Royal Avenue in the north. Situated in the Plateau-Mont-Royal borough of Montreal, this part of Saint-Laurent is the historic focus of Montreal’s Jewish and Portuguese communities, and is characterized largely by commercial and entertainment services. For a more thorough evaluation of factors influencing the primary segment, we will also look at the region within 400 meters of Saint-Laurent as well as

nearby competitor streets and influential development projects, such as the Quartier des Spectacles south of Sherbrooke Street, and the undetermined future of the Hotel Dieu hospital on Saint Urbain Street.

CHALLENGES & OPPORTUNITIES

The Société de developpement du Boulevard Saint-Laurent (SDBSL) is the organization concerned with the economic stewardship of the heart of Saint-Laurent’s commercial community, comprising more than 650 businesses. In improving the economic life of Saint-Laurent, the SDBSL is met with several key challenges:

• The membership’s perceived value of the SDBSL• Political relationships with the borough• Homogenous visual identity• Parking• Vacancies• Loss of historic identity• Competition• Taxation disincentives

In a commercial boulevard such as Saint-Laurent, prosperity starts and ends with the people. Consequently, interACTION’s determination of the main challenge facing the Boulevard is the undefined target market of the businesses. This specifically includes a large group of residents, commercial tenants and visitors who are currently missing from the clientele that are needed to breathe new life into The Main. With this in mind, the question remains how can the SDBSL move forward with a unique vision and actually realize its goals?


UNDERSTANDING SAINT-LAURENT

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0 0.1 0.2 0.3 0.4Kilometers

The interACTION group comes prepared to respond to this question with a new approach for developing a set of economic development and urban planning solutions. Previous work has provided a better understanding of the challenges faced by businesses along Saint-Laurent. We will move beyond this body of work and provide direction for the SDBSL.

Our approach is focused on immediate results leading to future capacity. We provide an efficient (yet thorough) evaluation of the current situation, identify the greatest challenges, and produce a plan to overcome them in a way that is within the organizational and financial means of the client.

This will be achieved by building on existing data and identifying the missing elements, without the need to repeat studies or for “reinventing the wheel.” Saving time in this way allows our team to focus more energy on pinpointing the most problems affecting businesses. ltimately we will devise a comprehensive plan featuring visible, high-impact solutions for the betterment of Saint Laurent instead of merely providing a better understanding of the problems.


A FRESH APPROACH

The work plan we have laid out for developing this plan has a duration of roughly three months from the beginning of September to mid December. This period will be sufficient for us to properly evaluate SDBSL’s vulnerabilities and opportunities and recommend a fresh perspective on their operations as well as some novel new directions. The following details our strategy for discovering an appropriate course of action for the SDBSL.

PHASE 0: SET THE STAGE

Timing: September 8 to 29th (3 weeks)

Deliverables: Project proposal

The initial meeting with the decision-makers of the SDBSL is the opportunity to understand the concerns of the client and the environment in which they are working. Information sharing of resources available and past experiences is encouraged. This process helps to define interACTION’s novel value proposition to the client.

Purpose:• Identify underlying problems to be addressed

rather than satellite issues• Develop a sense of the client’s position and

values• Create an inventory of physical resources

available and past experiences• Define expected outcomes and essential

deliverables

Tasks:0.1 Visit Boulevard Saint-Laurent and

neighbouring streets0.2 Meet the client to discuss needs, mandate,

and share resources0.3 Begin collecting context and background

information from observations, informal interviews, and resources available through the SDBSL, ConverCité, and traditional library and internet sources

0.4 Determine study area boundaries and project scope based on business membership in the SDBSL (Rue Sherbrooke to Avenue Mont-Royal), influential nearby projects, initiatives, competitors, and resident populations

0.5 Develop project proposal


METHODOLOGY

PHASE 1: BUILD THE VISION

Timing: September 16 to October 7 (3 weeks)

Deliverables: Vision statement

The vision of this storied boulevard must be a combination of perspectives ranging from the past to the present and looking onwards to the future. It is important that interACTION consult with historic research to understand the foundation of this area. Approximately 20 selective interviews and informal conversations with key local stakeholders, neighbouring interests and the borough must be conducted to develop a holistic vision for the area. Questions will be structured to inform our understanding of the street’s current and desired clientele, their challenges, and what they expect of their SDC. .

Purpose:• Create a vision that is shared with the

community of residents and merchants• Ensure the vision is grounded with the

boulevard’s historic importance• Identify the common values among the

residents and merchant community

Tasks:1.1 Create draft vision based on existing resources,

articles, reports, and past studies, interviews and market surveys

1.2 Adjust vision based on selective interviews with the community and stakeholders, such as:• Business operators who have been on the

Boulevard longer than 15 years• Business operators who have been on the

Boulevard less than 5 years• Long-term and recent residents

representing on-street residents and adjacent neighbourhoods

• City administrator from Le Plateau Mont-Royal Borough; Directors of neighbouring SDCs of Avenue Mont-Royal and Rue Saint-Denis


PHASE 2: IDENTIFY THE TARGET MARKET

Timing: September 27 to October 11 (2 weeks)

Deliverables: Conclusion of target market study

As expressed by the SDBSL, the target market of the boulevard is undetermined. While studies have been conducted to determine who is currently living, working and visiting the area, insufficient focus has been put on who are not – the prospective clients who can help build business and enliven the area 24/7. Understanding the demands and addressing the common needs of these potential clients is the key to attracting the potential target market of Boulevard Saint-Laurent and growing business. This is done by conducting a land use study of the boulevard and the surrounding region within 400 meters to understand the current product and service offering in the area.

Thereafter, a review of available studies, surveys and case studies will be done to compare the existing clientele of the Boulevard Saint-Laurent with the target market of other successful commercial streets. This will enable interACTION to identify what other market segments the boulevard could attract. Furthermore, an examination of ongoing and proposed projects will be conducted, namely the Quartier des Spectacles renovations, the proposed Quadrilatere Saint-Laurent project in the lower Main and the eminent closing of Hotel Dieu de Montreal, the Montreal Chest Institute and the Royal Victoria Hospital.

Purpose:• Understand the relationship between the

diversity of commerce and their relative location to one another; this will help to identify opportunities for complementary businesses and/or amenities

• Complement existing customers by focusing on attracting prospective clients (target residents, commercial tenants and visitors)

• Examine the needs of the target market and what is the boulevard’s current position in meeting those needs (Supply and Demand)

• Understand how current and future land-use changes in the area could influence the commercial mix, occupancy rate, purpose and number of visitors in the area

• Understand where to focus key strategic interventions

Tasks:2.1 Conduct a land-use study to identify the spatial

mix of businesses in the area, existing anchor tenants and potential complementary services

2.2 Identify current residents, commercial tenants and visitor clientele through site visits and by using available surveys

2.3 Identify missing clientele needed to activate the street 24/7 by comparing with existing case studies concerning successful commercial streets

2.4 Research current and proposed land-use changes and major projects to determine their potential influence on Boulevard Saint-Laurent


METHODOLOGYCONTINUED

PHASE 3: CREATE THE 5-YEAR PLAN

Timing: October 11 to November 5 (3 weeks)

Deliverables: Key interventions of the plan

In order to reflect the dynamic nature of the boulevard, a thorough analysis of the needs of the target market within the defined study area is required. This involves addressing the following community elements: commerce, retail and business; cultural facilities and spaces; open and public spaces; physical infrastructure; technology and communications; and the transportation and circulation network. Cost, revenues and possible sources of funding will be considered. Inspirational case studies and examples will be used to demonstrate their effectiveness.

Purpose:• Synthesize the target market research in order to

complete interACTION’s understanding of the area and leverage opportunities

• Define key interventions which can be immediately addressed but have lasting impacts and work within the framework of existing long-term plans

• Develop a framework for action that is realistic and adaptable to the changing environment

• Make useful connections between data from previous studies and the current physical environment

• Identify possible business networks and partnerships

Tasks:3.1 Conduct SWOT analysis3.2 Determine the unmet physical, cultural and spatial

needs of the target market 3.2.1. Summarize the supply of existing land use (e.g.

housing stock, office space, parks) through site visits, map analysis, and other available data

3.2.2. Inventory current programs, festivals and events 3.3 Identify and design key interventions to address these

needs in a 5-year timeframe, while respecting existing long-term plans, projects and strategies for the area.

3.4 Consider potential financial feasibility


PHASE 4: MAKE IT HAPPEN: DEVELOP IMPLEMENTATION STRATEGIES

Timing: November 5 to 19th (2 weeks)

Deliverables: Action items to be accomplished in 5 years

The implementation strategy is about organizing resources in order to maximize the SDBSL’s position to influence and make change. This involves creating a financial strategy, marketing and communications strategy, political strategy as well as an organizational strategy for the SDBSL. These strategies will be presented as action items that build from one another to develop a supporting economic relationship amongst the membership as well as their relationship to the SDBSL.

Purpose:• Demonstrate why and how relationships

between certain merchants can be formed to meet the needs of future clients

• Strengthen the relationship between the SDBSL’s membership and adjacent businesses in order to leverage mutual interests

• Increase the perceived value of the SDBSL by demonstrating proactive and visible improvements to members

• Prioritize actions in order to maximize their impacts and gain support from key stakeholders (target market, borough, membership)

Tasks:4.1 Suggest a marketing and communications

strategy for both the membership and Boulevard Saint-Laurent users

4.2 Outline a financial strategy, including identifying resources and opportunities

4.3 Recommend a political strategy to propose planning interventions and harness the financial support of the Borough

PHASE 5: PUT IT TOGETHER: SYNTHESIZE AND DELIVER PROJECT COMPONENTS

Timing: November 20 to December 17 (1 month)

Deliverables: Final presentation and report

The client will be invited to McGill University for a presentation of the project. Time will be put aside to provide a presentation to stakeholders of the client’s choosing if requested. A bound comprehensive report with all findings and strategy recommendations will be provided in hardcopy.


METHODOLOGYCONTINUED


GANTT CHARTGANTT CHART

05/09 12/09 19/09 26/09 03/10 10/10 17/10 24/10 31/10 07/11 14/11 21/11 28/11 05/12 12/12

September 2010 October 2010 November 2010 December 2010interACTION VISION AND STRATEGY FOR SAINT-LAURENT

Set the Stage (Deliverable: Project Proposal)

Visit Saint-Laurent and neighbouring streets

Meet the client to discuss needs, mandate, share resources

Begin collecting context and background information

Determine study area boundaries and project scope

Develop project proposal

Build the Vision

Create draft vision based on existing resources

Adjust vision based on selective interviews with stakeholders

Identify the Target Market

Conduct land-use study to identify spatial mix of business

Identify current clientele (resident, commercial, visitor)

Identify missing clientele needed to activate street 24/7

Research current and proposed land-use changes and projects

Create the 5-Year Plan (Deliverable: Progress Report)

Conduct SWOT analysis

Determine physical, cultural, and spatial needs of target market

Identify and design key interventions to address needs of market

Consider potential financial feasibility

Make it Happen: Develop Implementation Strategies

Suggest a marketing and communication strategy

Outline financial strategy

Recommend political strategy

Put It Together: Synthesize and Deliver Project Components

Prepare presentation

Prepare report

Show and Tell: Presentations and Final Report

Presentation to McGill University and Client

Proposed presentation to client and stakeholders

Final Report published and submitted

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TIME BUDGET

interACTION VISION AND STRATEGY FOR SAINT-LAURENT

TIME BUDGET

ALEX CARRUTHERSERIC ANDERSON JENNIE MCDOWELL MAY PHAM JEFF ROBSON TOTAL

Set the Stage (3 weeks) [Deliverable: Project Proposal]






Build the Vision (3 weeks)



Identify the Target Market (2 weeks)

Conduct a land-use study to identify spatial mix of business


Review and analyse existing studies

Review and analyse results of September surveys, if available


Inspiration: case study research of main street best practices

Who’s Missing? Analysis of clientele and case studies to ID target market

Research current and proposed land-use changes and major projects

Create the 5-Year Plan (3 weeks) [Deliverable: Progress Report]



Determine physical infrastructure needs: housing & lodging

Determine temporary and permanent cultural facilities and space req.

Determine transportation and circulation network needs

Determine technology and communications needs and opportunities

Determine open space and public space needs

Determine commercial, retail, and business needs

Identify and design key interventions to address needs of market in 5 years

Design physical infrastructure interventions

Design cultural facilities and space interventions (if any)

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18.0

18.0

--

--

9.0

--

--

4.0

--

--

--

9.0

9.0

4.5

9.0

--

4.0

6.0

20.0

1.0

22.0

20.0

34.0

5.0

9.0

9.0

--

--

9.0

--

--

--

--

--

18.0

--

--

--

--

--

4.0

3.0

20.0

1.0

24.0

25.0

25.0

5.0

9.0

9.0

9.0

--

--

--

9.0

2.0

--

--

18.0

--

--

--

--

--

4.0

3.0

22.0

--

24.0

20.0

34.0

5.0

12.0

12.0

--

9.0

--

--

12.0

2.0

18.0

--

--

--

--

--

9.0

--

3.0

3.0

22.0

2.0

22.0

25.0

25.0

5.0

9.0

9.0

--

9.0

--

--

--

--

--

9.0

--

9.0

--

4.5

--

9.0

259.0

17.0

18.0

102.0

6.0

116.0

258.0

120.0

138.0

205.0

25.0

57.0

57.0

9.0

18.0

18.0

--

21.0

134.0

8.0

18.0

9.0

36.0

18.0

9.0

9.0

18.0

9.0



TIME BUDGET


Set the Stage (3 weeks) [Deliverable: Project Proposal]






Build the Vision (3 weeks)



Identify the Target Market (2 weeks)

Conduct a land-use study to identify spatial mix of business


Review and analyse existing studies

Review and analyse results of September surveys, if available


Inspiration: case study research of main street best practices

Who’s Missing? Analysis of clientele and case studies to ID target market

Research current and proposed land-use changes and major projects

Create the 5-Year Plan (3 weeks) [Deliverable: Progress Report]



Determine physical infrastructure needs: housing & lodging

Determine temporary and permanent cultural facilities and space req.

Determine transportation and circulation network needs

Determine technology and communications needs and opportunities

Determine open space and public space needs

Determine commercial, retail, and business needs

Identify and design key interventions to address needs of market in 5 years

Design physical infrastructure interventions

Design cultural facilities and space interventions (if any)

0.0

0.1

0.2

0.3

0.4

0.5

1.0

1.01.1

1.2

2.0

2.1

2.2

2.2.1

2.2.2

2.3

2.3.1

2.3.2

2.4

3.0

3.1

3.2

3.2.1

3.2.2

3.2.3

3.2.4

3.2.5

3.2.6

3.3

3.3.1

3.3.2

2.0

3.0

18.0

2.0

24.0

30.0

20.0

5.0

18.0

18.0

--

--

9.0

--

--

4.0

--

--

--

9.0

9.0

4.5

9.0

--

4.0

6.0

20.0

1.0

22.0

20.0

34.0

5.0

9.0

9.0

--

--

9.0

--

--

--

--

--

18.0

--

--

--

--

--

4.0

3.0

20.0

1.0

24.0

25.0

25.0

5.0

9.0

9.0

9.0

--

--

--

9.0

2.0

--

--

18.0

--

--

--

--

--

4.0

3.0

22.0

--

24.0

20.0

34.0

5.0

12.0

12.0

--

9.0

--

--

12.0

2.0

18.0

--

--

--

--

--

9.0

--

3.0

3.0

22.0

2.0

22.0

25.0

25.0

5.0

9.0

9.0

--

9.0

--

--

--

--

--

9.0

--

9.0

--

4.5

--

9.0

259.0

17.0

18.0

102.0

6.0

116.0

258.0

120.0

138.0

205.0

25.0

57.0

57.0

9.0

18.0

18.0

--

21.0

134.0

8.0

18.0

9.0

36.0

18.0

9.0

9.0

18.0

9.0


TIME BUDGET


Create the 5-Year Plan (cont’d)

Design transportation and circulation network interventions

Design technology and communications interventions (if any)

Design open space and public space interventions (if any)

Design commercial, retail, and business interventions

Consider potential financial feasibility

Costs and revenues

Potential sources of funding

Identify best practice case studies and examples

Make it Happen: Develop Implementation Strategy (2 weeks)

Deliver a marketing and communications strategy

Outline a financial strategy

Recommend a political strategy

Put It Together: Synthesize and Deliver Project Components (1 mth.)

Prepare presentation

Prepare report

Show and Tell: Synthesize and deliver project components

Presentation to McGill University & client

Proposed presentation to client and stakeholders

Final Report published and submitted

TOTAL

3.0

3.3.3

3.3.4

3.3.5

3.3.6

3.4

3.4.1

3.4.2

3.4.3

4.0

4.1

4.2

4.3

5.0

5.1

5.2

5.3

5.3.1

5.3.2

5.3.3

--

9.0

--

--

--

--

18.0

30.0

18.0

--

--

--

20.0

--

249.5

9.0

--

--

9.0

--

--

18.0

30.0

--

18.0

18.0

20.0

--

20.0

249.0

9.0

--

9.0

--

18.0

--

--

30.0

--

18.0

18.0

20.0

20.0

--

255.0

--

--

--

9.0

--

18.0

--

30.0

18.0

--

--

20.0

--

20.0

251.0

--

9.0

--

--

--

--

18.0

30.0

18.0

--

18.0

20.0

--

20.0

248.5

153.0

18.0

18.0

9.0

18.0

18.0

18.0

54.0

144.0

54.0

36.0

54.0

100.0

40.0

60.0

1253.0


PROJECT WORKFLOW

SECTION 0:SET THE STAGE

SECTION 1:BUILD THE VISION

SECTION 3:CREATE 5-YEAR PLAN

SECTION 4:MAKE IT HAPPEN

SECTION 5:PUT IT TOGETHER

PROJECT WORKFLOW

SECTION 2:IDENTIFY TARGET MARKET

5.3.1PRESENTATION TO MCGILL

UNIVERSITY & CLIENT

11/25

5.2PREPARE REPORT

11/26-12/16

5.1PREPARE PRESENTATION

11/20-11/24

1.2ADJUST VISION BASED ON

SELECTIVE INTERVIEWS...

09/23-10/07

0.1VISIT ST-LAURENT AND

NEIGHBOURING STREETS

09/08

0.2MEET CLIENT TO DISCUSS

NEEDS, MANDATE, SHARE...

09/15

0.3BEGIN COLLECTING CONTEXT

AND BACKGROUND INFO

09/08-09/16

3.1COMPLETE SWOT ANALYSIS

09/09-09/11

0.4DETERMINE STUDY

BOUNDARIES AND SCOPE...

09/16-09/21

0.5DEVELOP PROJECT

PROPOSAL

09/16-09/29

1.1CREATE DRAFT VISION BASED

ON EXISTING RESOURCES

09/16-09/29

2.1CONDUCT LAND-USE STUDY

TO IDENTIFY SPATIAL MIX...

09/22-09/29

2.2IDENTIFY CURRENT

CLIENTELE...

09/22-09/29

2.3NTIFY MISSING CLIENTELE

NEEDED TO ACTIVATE 24/7

09/28-10/07

3.2DETERMINE PHYSICAL,

CULTURAL, SPATIAL NEEDS

10/11-10/21

3.3IDENTIFY & DESIGN KEY

INTERVENTIONS...

10/19-11/05

3.4CONSIDER POTENTIAL

FINANCIAL FEASIBILITY

10/29-11/05

3.4b COSTS & REVENUES

3.4a FUNDING SOURCES

4.1SUGGEST MARKETING &

COMMUNICATIONS STRATEGY

11/05-11/19

4.2OUTLINE A FINANCIAL

STRATEGY

11/05-11/19

4.3RECOMMEND A POLITICAL

STRATEGY

11/05-11/19

5.3SHOW & TELL : FINAL

REPORT & PRESENTATIONS

11/25-12/16

5.3.2PROPOSED PRESENTATION

TO CLIENT & STAKEHOLDERS

11/25-12/03

5.3.3FINAL REPORT PUBLISHED

& SUBMITTED

12/17

2.4RESEARCH LAND-USE

CHANGES AND PROJECTS

09/27-10/11

ERIC ANDERSON

Eric has a variety of experience living and working in different cultural and economic environments. This has instilled in him a sense of adventure and a strong ability to adapt to new and challenging situations. He is also a strong proponent of the value of information and communication technologies as tools for economic and social development, and has used this expertise in fields as diverse as adult literacy, non-profit management, and business education. The interdiciplinary nature of Urban Planning has attracted Eric to McGill University and Montreal to explore how these technologies can be used as new ways for community engagment and democratic decision making in multicultural environments.

Not surprisingly, Eric also spends much of his spare time with technology, refurbishing old computers with open-source software and sometimes reading science fiction novels. Eric also speaks Bambara, German, Greek.

Professional Experience

• May 2010 – CurrentPlanning Intern for Quartier de l’Innovation Project, Convercité

• 2007 – 2008Non-profit Management Consultant, Junior Achievement Mali

• 2005 – 2007Small Business Development Volunteer, Peace Corps Mali

Education

• Master of Urban Planning Candidate, McGill University (Current)• Bachelor of Arts in German Languages and Literature with Minor in Business Administration,

University of Oregon (2005)


TEAM PROFILES

SECTION 0:SET THE STAGE

SECTION 1:BUILD THE VISION

SECTION 3:CREATE 5-YEAR PLAN

SECTION 4:MAKE IT HAPPEN

SECTION 5:PUT IT TOGETHER

PROJECT WORKFLOW

SECTION 2:IDENTIFY TARGET MARKET

5.3.1PRESENTATION TO MCGILL

UNIVERSITY & CLIENT

11/25

5.2PREPARE REPORT

11/26-12/16

5.1PREPARE PRESENTATION

11/20-11/24

1.2ADJUST VISION BASED ON

SELECTIVE INTERVIEWS...

09/23-10/07

0.1VISIT ST-LAURENT AND

NEIGHBOURING STREETS

09/08

0.2MEET CLIENT TO DISCUSS

NEEDS, MANDATE, SHARE...

09/15

0.3BEGIN COLLECTING CONTEXT

AND BACKGROUND INFO

09/08-09/16

3.1COMPLETE SWOT ANALYSIS

09/09-09/11

0.4DETERMINE STUDY

BOUNDARIES AND SCOPE...

09/16-09/21

0.5DEVELOP PROJECT

PROPOSAL

09/16-09/29

1.1CREATE DRAFT VISION BASED

ON EXISTING RESOURCES

09/16-09/29

2.1CONDUCT LAND-USE STUDY

TO IDENTIFY SPATIAL MIX...

09/22-09/29

2.2IDENTIFY CURRENT

CLIENTELE...

09/22-09/29

2.3NTIFY MISSING CLIENTELE

NEEDED TO ACTIVATE 24/7

09/28-10/07

3.2DETERMINE PHYSICAL,

CULTURAL, SPATIAL NEEDS

10/11-10/21

3.3IDENTIFY & DESIGN KEY

INTERVENTIONS...

10/19-11/05

3.4CONSIDER POTENTIAL

FINANCIAL FEASIBILITY

10/29-11/05

3.4b COSTS & REVENUES

3.4a FUNDING SOURCES

4.1SUGGEST MARKETING &

COMMUNICATIONS STRATEGY

11/05-11/19

4.2OUTLINE A FINANCIAL

STRATEGY

11/05-11/19

4.3RECOMMEND A POLITICAL

STRATEGY

11/05-11/19

5.3SHOW & TELL : FINAL

REPORT & PRESENTATIONS

11/25-12/16

5.3.2PROPOSED PRESENTATION

TO CLIENT & STAKEHOLDERS

11/25-12/03

5.3.3FINAL REPORT PUBLISHED

& SUBMITTED

12/17

2.4RESEARCH LAND-USE

CHANGES AND PROJECTS

09/27-10/11

ALEX CARRUTHERS

Alex has been living, working, and studying in Montreal for nearly 10 years. His professional career began with an aprenticeship as a handmade papermaker, a trade he practices to this day on Montreal’s Lachine Canal. He credits this for an enduring connection to small local business. He has a degree in Urban Planning from Concordia University, and experience in web based community organization, and community economic development. As well as pursuing an academic interest in urban economics and economic geography in McGill’s Masters of Urban Planning program, Alex has undertaken the position of director of client relations @ www.madeinmontreal.org.

His experience with small business and interest in the nature of networks within local urban economies makes Alex a natural fit with the interAction team.

Professional Experience• May 2010 – Current

madeinmontreal.org web development, business planning, funding application• May – August 2009

turcot.ca web development, community activation: Community University Research Alliance McGill• Jan – May 2009

Planning intern Regroupment Economic et Social de la Sud-Ouest• May – Aug 2008

Development business Strategy and publication of local urban manufacturing document:everydaypeople.ca

Education• Master of Urban Planning Candidate, McGill University (Current)• Bachelor of Arts in Urban Planning, Concordia University (2009)


TEAM PROFILES

JENNIE MCDOWELL Jennie is originally from Mississauga, Ontario, and spent 8 years studying Ecology and employed in various environmental and planning jobs in Guelph Ontario before undertaking a Masters of Urban Planning at McGill University in Montreal. Jennie has worked for public, private, and non-government organizations, in the fields of renewable energy, sustainable transportation planning, climate change policy lobbying, and mixed-use urban planning and development. She brings the team her skills in project management, transportation demand management, policy analysis and development, event planning and coordination.

Professional Experience• May – August 2010

Project Manager, Third Annual Insittute for Mixed Use Planning and Development, LiveWorkLearnPlay (Montreal, Qc)

• 2006 – 2009Transportation Demand Management Coordinator, City of Guelph (Guelph, On)

• 2005 – 2006Sales Representative for renewable energy and energy conservation technologies, SelectPower/Guelph Hydro (Guelph, On)

• 2006, 2008, 2009Policy Coordinator and Delegate; Canadian Youth Delegation/Canadian Youth Climate Coalition to the UN Climate Change Conferences (Montreal, Canada; Bali, Indonesia; Poznan, Poland)

Education• Master of Urban Planning Candidate, McGill University (Current)• Bachelor of Science, Ecology, University of Guelph (2007)


MAY PHAM

As a student planner and liveable cities advocate, May has worked on several projects across Ottawa and Montreal aimed at stimulating the local economy and developing community networks. After several years of experience working in corporate and government environments, she is motivated to use her communication skills and resources to support local revitalization initiatives. From volunteering with immigrant communities and neighbourhood development associations, May is a passionate believer of the influence and benefits of local partnerships. Her linguistic skills in Vietnamese are also valuable in developing professional networks.

May enjoys travelling to distant and exotic countries to bring back inspiration for paintings and creative work.

Professional Experience• May 2010 – August 2010

Planning Intern, National Capital Commission• February 2008 – August 2009

Distribution Sales Coordinator, Rogers Communications Inc.• January 2007 – April 2007

Marketing Intern, TerraChoice Environmental Marketing Inc. • May 2006 – November 2006

Junior Human Resource Analyst, Public Service Commission of Canada• August 2005 – December 2005

Trade Support Officer, Department of Canadian Heritage

Education• Master in Urban Planning Candidate, McGill University (Present)• Advanced Acrylic Landscaping, Ottawa School of Art (2008)• Bachelor of Commerce in International Management, University of Ottawa (2007)• Masters in Marketing Certificate, Audencia Nantes Ecole de Management (2007)


TEAM PROFILES

JEFF ROBSON

With academic interests and professional experience spanning a variety of disciplines, Jeff brings an ‘outsider’ perspective to interACTION. After earning a degree in European History and Geography from the University of Calgary, Jeff employed his skills in research design and critical writing to assist organizations as diverse as the City of Calgary Fire Department and the Institut national de la recherché scientifique in achieving their operational goals. Armed with prior experience in community-led sustainability initiatives, Jeff is an ardent supporter of local economic and social development efforts.

When not engrossed in planning, Jeff enjoys graphic design and typography, reading, and making noise with his trusty guitar.

Professional Experience• May 2010 – Current

Research Assistant, Institut national de la recherché scientifique• May 2010 – Current

Graduate Research Assistant, Transportation Research at McGill• May – August 2009

Junior Policy Analyst, City of Calgary Fire Department

Education• Master of Urban Planning Candidate, McGill University (Current)• Bachelor of Arts in European History with Minor in Geography, University of Calgary (2009)


ACTIONu r b a n e c o n o m i c d e v e l o p m e n t

inter/ Final Project Proposal published 30 September 2010

Ia stlaurent proposal

Documents

Transcript of Ia stlaurent proposal