RKG Associates (RKG) is developing a Strategic Economic Development Plan (SEDP) for the City of...

8/18/2019 RKG Associates (RKG) is developing a Strategic Economic Development Plan (SEDP) for the City of Chamblee for …

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CITY OF CHAMBLEE

STRATEGIC ECONOMIC DEVELOPMENT PLAN

Prepared by:

RKG Associates, Inc. Economic, Planning and Real Estate Consultants

300 Montgomery Street, Suite 203Alexandria, Virginia 22314

Tel: 703.739.0965

www.rkgassociates.com

Response to Request for Proposals

September 17, 2015



Response to Request for Proposals

RFP 2015-03

Strategic Economic Development Plan

City of Chamblee, Georgia

September 17, 2015

Prepared for:

R. Marc Johnson, City Manager

City of Chamblee Purchasing Department

5468 Peachtree Road

Chamblee, GA 30341

Prepared by

RKG Associates, Inc.

Economic, Planning and Real Estate Consultants

300 Montgomery Street

Suite 203

Alexandria, Virginia 22314



City of Chamblee, GeorgiaStrategic Economic Development Plan

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TABLE OF CONTENTS

Cover Letter

Section 1: Introduction .......................................................................................... 1 Company ProfileProject Leadership

Section 2: Project Plan .......................................................................................... 4Project UnderstandingRKG Associates’ Philosophy Scope of Services

Section 3: Project Experience ............................................................................. 20Case StudiesReferences

Section 4: Project Team ....................................................................................... 25 Resumes

Section 5: Appendix .............................................................................................. 30 Project TimelineRequired Forms




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SECTION 1: INTRODUCTION

RKG Associates, Inc.Real Estate, Economic Development, and Planning Advisors

RKG Associates, Inc. is a full service economic, planning and real estate consulting firmwith offices located in Alexandria, VA, Atlanta, GA, Dover, NH, Dallas, TX, and Quincy,MA. Since our founding in 1981, the firm has successfully completed more than twothousand consulting projects regionally, nationally and internationally, providing acomprehensive range of economic, planning, marketing and management services togovernmental, business and institutional clients. The firm currently employs 10 full-timeprofessionals. We have grown to become one of the most respected economic and realestate advisory consulting firms in United States.

RKG Associates specializes in the application of economic analysis to economicdevelopment, real estate development and financing issues, toward the goal of attractingprivate sector investment and job creation. The firm has completed numerous

commercial market analyses and is skilled at assessing the economic and fiscal impactsof development projects on localities and regions. These analyses have included urbanredevelopment projects, neighborhood-scale revitalization projects, retail malls and avariety of mixed-use developments, from site-specific to large-scale strategic planning.Finally, the firm has worked with communities across the country in developingachievable strategies for attracting and retaining key industries and strengthening localeconomies.

Our firm has assembled a group of highly qualified professionals who bring their ownunique perspective to each assignment, and the firm’s strength lies in the diversity ofbackgrounds and disciplines represented within the organization. The talents of staffeconomists, planners, financial analysts, appraisers and real estate professionals are

brought together in a team effort to solve client problems. RKG Associates also hasaccess to, and works with, a wide array of affiliates and consultants who providetechnical expertise in such areas as architecture, urban design, engineering,environmental science and associated disciplines.

RKG Associates Core Service Areas

Economic Consulting Services Economic Development Strategies Downtown Revitalization and Urban/Waterfront Redevelopment Fiscal and Economic Impact Analysis Labor Force Studies Target Industry Analysis

Real Estate Services Real Estate Market Research Market Feasibility Studies Highest and Best Use Studies Financial Feasibility Analysis New Construction, Land Development and Adaptive Reuse




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Planning Services Brownfields Redevelopment Municipal Master Plans Tax Base Management Strategies Municipal Service Studies

Open Space and “Smart Growth” Strategies Transportation and TOD Planning

Contact: Mr. Kyle S. TalenteTitle: Vice President and PrincipalEmail: [email protected]

Address: RKG Associates, Inc.235 Peachtree Street NE, Suite 400

Atlanta, GA 30303Phone: 404.596.8777Web Site: www.rkgassociates.com

Project Leadership

RKG Associates only uses full-time professionals on its projects. We customize theinternal team based on the expertise needs of the particular assignment. The onecomponent that does not change is the management personnel. RKG Associates usesprincipals to manage all of its projects rather than a middle manager with partnerSteering. For this effort, Mr. Kyle Talente will lead RKG.

Mr. Kyle Talente is a Vice President and Principal with RKG Associates. Kyle brings anextensive background in project management and has technical expertise in all facets ofmarket analysis. Kyle has worked on a wide variety of real estate, economicdevelopment and planning projects during his tenure at RKG Associates. His

specializations include housing market and affordability analysis, local and regional realestate market analyses, economic development strategies, downtown and urbanrevitalization, economic impact analyses and target industry studies.

Kyle’s expertise is bringing his client’s real world, market driven recommendations thatare founded in current market realities and projected conditions based on soundeconomic fundamentals. Kyle’s work has led several clients beyond the visioning andassessment phase and into successful implementation. Kyle has learned that thisgrounded approach leads to a much stronger development process, particularly whenimplementation requires/seeks a public private partnership. Mr. Talente is a graduate ofthe Georgia Institute of Technology, where he received his Bachelors of Science in

Architecture and his Masters in City Planning.

Mr. Taylor Yewell is a Senior Associate with RKG Associates, and will serve as ProjectManager for the Chamblee assignment. Mr. Yewell has managed and consulted on abroad range of public and private real estate and economic development projectsthroughout North America. Taylor Yewell’s experience and expertise encompass marketand financial feasibility analysis, highest and best use studies, effective public/privatepartnerships, implementation strategies, fiscal and economic impact analysis, cost ofland use studies, and economic development planning.

http://localhost/var/www/apps/conversion/tmp/Lawrenceville,%20GA%2003_14/Durham,%20NC%2010_09/[email protected]


http://www.rkgassociates.com/







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Mr. Yewell has been professionally involved in economic development, as well as publicand private real estate ventures, throughout his career. Prior to entering the realm of realestate and economic development consulting, Mr. Yewell was the EconomicDevelopment Manager at Washington Gas, a major public utility serving the greater

Washington, D.C. metropolitan area. Mr. Yewell holds a Masters in Real Estate fromJohns Hopkins University.




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SECTION 2: PROJECT PLAN

RKG Associates’ general approach to all of its work is to be thorough. We utilize onlysenior people to manage our projects and use only full-time employees. In this mannerwe can assure the timely completion of our work and maintain quality control. In

preparing economic development strategies, our approach usually includes the followingelements:

Developing an understanding of the physical inventory of existing commercialand industrial development that comprise the current local supply;

A comprehensive outreach initiative, collecting input from business leaders, realestate professionals, public officials, community residents, and otherstakeholders who can provide useful insights into market conditions,opportunities, and regulatory constraints;

Working with the City and its implementation entities to understand the needs ofthe community and perceived market potential;

Identifying the traditional and unique economic development opportunities for the

City through a comprehensive, quantitative analysis; Understanding current and proposed economic development projects within the

DeKalb County and the greater Metro Atlanta region that could impact the localreal estate supply and demand equilibrium;

Engage and educate implementation partners, community leaders, and localconstituents on the value, process, and benefits of economic developmentinitiatives;

Develop a comprehensive implementation strategy that addresses thecommunity’s stated goals, takes advantage of local and regional competitiveadvantages, mitigates local challenges in an effort to move the City from vision toaction; and

Presenting the research findings, and the rationale behind it, to the Client.

Project Understanding

The City of Chamblee has completed a number of efforts that assess the developmentpotential of certain areas of the City. These efforts provide varying levels ofrecommendations, but none offer a unified approach for the entire City. Betweenopportunities surrounding assets such as Peachtree DeKalb Airport, the LivableCommunities Initiative area, the City’s downtown, and Interstate 85; and the activitytaking place at the former General Motors plant in Doraville, the City is seeking todevelop a comprehensive approach to creating wealth, attracting jobs, and sustaining itsexisting commercial base.

RKG Associates has assisted numerous communities in establishing their first-everstrategic economic development plan. Our approach is simple: [1] engage communityand business stakeholders to define the goals and objectives; [2] analyze the local andregional market conditions to understand the opportunities and challenges to meet thosegoals and objectives; [3] guide community leadership through defining the approach toaccomplishing those goals in a cohesive manner.




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RKG Associates has earned a reputation for engaging elected bodies, strategic partners,key stakeholders, and community members in fact-based, objective dialogue. Weapproach our strategic planning work with a single philosophy: our job is to inform andempower the decision makers within the community to define a course of action thatmatches the vision defined by the community with viable, supportable implementation

steps. Ultimately, a strategic economic development plan is not valuable if the definedgoals are not locally supported and the implementation strategy does not reflect thevalues of the community.

RKG Associates’ Philosophy

The RKG approach to economic development strategies involves a multi-phase processthat emphasizes community participation, and uses economic reality to frame theimplementation strategy. Participation from the community is incorporated throughoutthe process to establish buy-in and ensure action. The resulting product will be a user-friendly tool to guide public and private investments within the City. It is hoped thatthrough this initiative, the Chamblee Economic Development Department will be able to

administer all economic development efforts to attract and retain quality jobs, expandlocal and regional retail/service offerings, and increase the City’s commercial tax base.In short, the final strategy will provide a “road map” to enable a more prosperouseconomic future for Chamblee residents as the community continues to experiencegrowth.

Participation - At the end of the process, the final product must truly be a planand strategy developed and understood by the community and its leaders, withthe help of the Consultant. It is essential that all City departments and localagencies effected by this effort participate in and take ownership of theimplementation strategy. Furthermore, it is important to ensure the City’sresidents have the opportunity to participate in establishing the goals and

objectives for Chamblee’s strategic economic development plan. RKG’scommitment to action-oriented results will help to create a plan that addressescommunity desires and needs in a manner that enables the City’s EconomicDevelopment Department. The participation process is designed to garnermeaningful input and communication between the stakeholders and RKG

Associates through informational interviews, strategically planned meetings, andthe joint development and implementation of marketing and managementinitiatives.

Economic and Market Reality - The success or failure of the economicdevelopment strategy will be determined by several factors. However, marketforces ultimately will play the largest role in the viability of the action steps

detailed in the implementation plan. As such, focus should be placed on pasttrends, current conditions, and viable future growth projections in the key marketsectors of warehouse/distribution, light industrial, office and retail/service. Thisunderstanding of the market forces that affect Chamblee, DeKalb County, andthe Metro Atlanta region will help frame the recommendations forimplementation.




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Implementation - At the core of a successful strategy is the need for communitybuy-in as well as financial, economic, and market feasibility. We believe that it isvery important to understand from the beginning of the project: 1) public andprivate mechanisms, including funding sources that are available; 2) financial andorganizational commitments that have already been made; and 3) other outside

revenue resources that can be identified. In addition, it is critical to establish adefinitive role for public and private entities to play that will ensure theaccomplishment of all goals set forth by the community and in recent and currentstrategies. Understanding what initiatives can be headed or coordinated by thevarious public and private entities will provide a strong basis on how the City willbe able to transition from analysis to action.

Scope of Services

PHASE 1: PROJECT ORIENTATION AND INFORMATION GATHERING

In this phase, the RKG Associates Team will listen to what the local community

representatives have to say about the assets, opportunities, and challenges for thefuture in reference to revitalization efforts related to Chamblee, DeKalb County, and thegreater Metro Atlanta region.

Task 1.1 Data Needs Identification and Collection

Task 1.1 will address the data collection aspect of the project. RKG Associates willdevelop a list of public information to be conveyed by the Client to the Consultant at thekickoff meeting. The Consultant will require a wide range of data and information fromthe Client to adequately complete this plan, especially given the tight time frameidentified by the Client. Any existing databases will need to be made directly accessibleto RKG. The following list provides an insight into the specific data needs:

Property assessment database for the City; Current and historical demographic and socio-economic data; Available industrial, office and retail property inventories; Employment and labor force data; Development incentive programs and program boundaries; and GIS information.

In addition, RKG will require information related to recent or historical land useapplications filed within the City by private developers, particularly over the past fiveyears. The Consultant assumes GIS mapping information will be available for this effort.If not, alternative methods will need to be identified to complete the analysis. The

following ESRI shape files and data layers will be required to complete this project:

City base map with local and regional transportation network; Parcel boundaries; Digital orthographic photos; Topographic features; Zoning district mapping; and Property assessment records and tax maps.




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Task 1.2 Review Background Materials, Documents and Information

Before beginning any formal work tasks, RKG Associates will review relevant materials,planning documents, databases, maps, and any other information relevant to the project.

A thorough review of such information will establish a research context from which to

begin the project and will provide RKG with a background perspective on the City and itspast and present economic development efforts. These materials include prior masterplans, ordinances, community histories, promotional material, traffic and park plans, andrelated studies and programs existing, currently underway or proposed. At a minimum,the review materials will include the following documents:

The City’s Comprehensive Plan; The Downtown Development Authority boundary map; Any small area or focal point development plans; The LCI TOD plan; Current City zoning ordinance and design guidelines; Aerial photographs; Other relevant prior studies (i.e. economic development, traffic, land use, parking

etc.); Property and business inventory information; Current land use plans; List of proposed, planned and potential investment projects; Existing and proposed roads and roadway improvements; and Any locally derived economic and demographic data.

Task 1.3 Policy and Incentives Analysis

The RKG Associates Team will review existing City incentives, policies, ordinances, andregulations, propose modifications to existing incentives, policies, etc., review alternative

incentives, policies, ordinances, and regulations that may enhance the City’s economicgrowth and development, and propose alternative incentives, policies, ordinances asappropriate. To accomplish this, the RKG Team will:

Compile existing incentives, policies, ordinances, and regulations; Interview appropriate City staff; Identify comparable incentives, policies, ordinances, and regulations from

communities with similar economic conditions and resources; Prepare a framework for analysis of incentives, policies, ordinances, and

regulations; Analyze findings from review of existing incentives; Analyze applicable data from other components of the Analysis and Evaluation

section; Analyze findings from review of alternative incentives;




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PHASE 2: PROJECT INITIATION AND OUTREACH STRATEGY

Task 2.1 Project Kickoff Meeting

It is recommended that an initial kick-off meeting be held with the City staff and a

dedicated Steering Committee in order to review and discuss key elements of theproject. The kickoff meeting is an important opportunity for RKG Associates tounderstand the relevant issues surrounding the project better, for the Client and theConsultant to come to common agreement regarding the project’s objectives and tounderstand the City’s expectations for the final product. RKG Associates recommendsthat the Steering Committee include individuals who are knowledgeable about theproject and the economic development needs of the City as a whole. Logical points fordiscussion at the kickoff meeting include:

What are the competitive strengths and weaknesses of the City of Chamblee? Are the City’s top priorities detailed in the RFP still valid? Are there any

additional priorities to be considered? How will public and private investment projects currently being proposed in/near

the City influence the long-term opportunities within the local market? What efforts, if any, have been attempted within the administration to promote

and guide economic development within Chamblee, especially as they relate tothe stated priorities? How successful have they been? Why or why not?

Who are the additional strategic partners that will take leadership inimplementation?

What potential funding sources have already been identified for futuredevelopment and investment opportunities?

Aside from these strategic research questions, the kickoff meeting will help establishproject milestones, a schedule for deliverables, and suggested names of people to

contact and sources of information to consult.

Task 2.2 Guided Tour and Initial Site Assessment

As part of the project kickoff process, RKG Associates suggests representatives fromthe Economic Development Department provide a guided tour of Chamblee. Thepurpose of the tour would be to facilitate a preliminary understanding of the issues facingthe City in becoming strategic in implementing economic development efforts. Earlydiscussion of the issues and opportunities will give the Consultant a “jump start” on theproject.

After the guided tour, RKG Associates will perform a detailed “windshield survey” of the

community. This effort will serve three primary functions. First, it provides anopportunity to better familiarize with the community and gain a stronger perspective ofthe market climate currently in place in the City. Second, it allows RKG Associates toconfirm information provided by the Client, while enhancing our understanding of thisinformation. Finally, it provides the opportunity to physically inspect the location,condition, size, amenities and layout of the local market within context of existing,proposed and potential opportunities within Chamblee.




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Our firm’s combined practical experience as economists, downtown revitalizationspecialists, real estate market professionals and developers, as well as our formaleducation in architecture, urban design, planning, and business management providethe City a valuable skill base making RKG uniquely qualified to complete this work.

Task 2.3 Key Stakeholder Interviews

This task will include a series of in-person interviews and small group sessions led byRKG Associates key individuals with knowledge of Chamblee, local economicdevelopment efforts and the regional real estate market. Over the years, we havelearned that the most effective way to begin to understand a community is throughcandid one-on-one interviews with business and property owners, community leaders,stakeholders, and citizens. These interviews include discussions with seniorgovernment staff, the community’s elected officials, business leaders, real estateprofessionals, developers, civic organizations, and community residents. It is importantto interview those who are strong supporters of economic development efforts as well aspotential critics. In many cases, we have been able to diffuse any potential conflicts

early in the process by involving skeptics early and often through the process. Interviewtopics will include:

Local and regional market trends; Recent construction trends and their impact on the local real estate market; Identification of competitive commercial areas; Real estate pricing, occupancy levels and absorption trends; Regional and local business climate; Current residential stabilization and homeownership programs; Regulatory environment for new development (e.g., zoning, approval processes,

etc.); Local economic development organizational and marketing capacity;

Local environmental concerns; and Potential funding sources and tax incentive programs.

RKG Associates proposes holding eight (8) focus group sessions and twenty-five (25)individual interviews with representatives from various perspectives in Chamblee. Thefirst six (6) focus groups and twenty (20) individual interviews will be held during thediscovery and analysis phase, allowing RKG Associates to collect data, define commongoals, and identify potential challenges/concerns. The final two (2) focus groups andfive (5) individual interviews will occur during the plan refinement phase, allowing RKG

Associates and the Client to assemble broad representation from the City to learn aboutand react to the draft implementation strategy. The ultimate allocation of focus groupsand interviews will be determined through final negotiation between the City and RKG

Associates.

Task 2.4 Client Interaction

RKG Associates proposes that RKG Associates meet with the Client’s SteeringCommittee a total of six (6) times during the strategic planning process. This approachhas proven very successful for RKG Associates in developing strategic economicdevelopment plans, maximizing Client/consultant interactions to ensure understanding




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and buy-in while minimizing cost to the Client. The five sessions are envisioned to last1.5 to 2.0 hours and cover the following topics:

Client Meeting #1 – Project KickoffThe goals and focus of this meeting are defined in Task 2.1.

Client Meeting #2 – Demographic and Market Findings; Goal RefinementMeeting #2 will allow RKG Associates to present the findings from the marketassessment, informing the Committee and the elected body on the current and projectedmarket realities in which all strategies will be framed. RKG will present the goals, asestablished through the kickoff meeting for discussion and refinement.

Client Meeting #3 – Target Industry Analysis; Stakeholder Feedback; Goal and ObjectiveFinalizationRKG will present the findings of the stakeholder feedback effort and the target industryanalysis, including the proposed target markets. The discussion will focus aroundCommittee buy-in to the targets and developing an understanding to various approaches

for retaining and recruiting those targets. The Committee and RKG Associates willdiscuss these items, with RKG using the results of this discussion to create the fullstrategy.

Client Meeting #4 – Implementation Framework Presentation and FeedbackRKG Associates will host a meeting to present a draft implementation framework. Thisallows the Committee to focus on major initiatives and priority concepts/strategies over afull meeting. RKG and the Steering Committee will hold a work session on theseinitiatives, providing for an open dialogue about any necessary clarification, identificationof concerns and discussion of potential alternative strategies. RKG Associates will beprepared to discuss benefits/drawbacks of each initiative and its potential alternative.

Client Meeting #5 –

Implementation Strategy Refinement and Buy-InBased on the results of Meeting #4, RKG Associates will return to present and discuss amore refined version of the implementation strategy to ensure it reflects the vision andfocus of the community and Steering Committee. Continued discussion around points ofclarification/concerns is intended to result in buy-in and support for the final strategy.

Client Meeting #6 – Final PresentationRKG will host up to three separate presentation sessions of the final plan for the Client,the Steering Committee, and/or general public sessions. The final presentation primarilywill be an information session, followed by the submission of the final report.

RKG Associates is willing to hold either joint sessions or separate sessions with the

City’s elected body and the Steering Committee. RKG found substantial success inkeeping the City Council in Roswell apprised of progress and analysis results whileworking with the Steering Committee. Since these meetings would be heldconsecutively, holding separate sessions will add no cost.




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Task 2.5 Community Meetings

In addition to the Client Interaction effort, RKG Associates proposes three (3) communitymeetings to be held at strategic points of the analysis. These meetings will allowChamblee residents to participate and provide feedback on the goals and strategies of

the implementation effort. RKG has substantial experience in assisting its clientsnavigate potentially challenging issues and topics with community members in aproductive way that results in recommended goals and objectives. These meetings aredesigned to ensure community members have a chance to be a part of the plan, and forelected officials/Steering Committee members to hear goals/concerns first-hand. Thesemeetings include:

Community Meeting #1 – Visioning (held consecutively with Client Meeting #1)RKG Associates will meet with the community to receive input on their goals andobjectives related to economic development in Chamblee. The meeting will begin with abrief presentation of the City’s stated economic development priorities as the foundationof the discussion. RKG envisions having dialogue about perceived strengths, concerns,

opportunities and threats related to future financial investments and project viability inthe City. The meeting will allow local residents discuss their preferences related to theoutcome of this analysis.

Community Meeting #2 – Market Findings (held consecutively with Client Meeting #3)RKG will synthesize the presentations from Client Meetings #2 and #3 into aninformation session for the Chamblee community. The presentation will focus on the“takeaway” points and help establish the market realities of economic development inthe City. RKG will discuss how these realities affect the goals and objectives collectedto this point (emphasizing the goals presented by the community in the first meeting). Adiscussion on how this does or does not change perceptions will complete the meeting.

Community Meeting #3 –

Draft Implementation Plan Feedback Session (heldconsecutively with Client Meeting #5)RKG will present the highlights of the updated implementation strategy to the communityfor their edification and reaction. An interactive discussion will allow communitymembers to provide feedback on the plan as a whole or specific components. RKG

Associates will work with the City to integrate the relevant results of this meeting withSteering Committee results to finalize the implementation strategy.

Given the size of the City, RKG proposes to either [1] have “City Hall” format meetings,where all members of the community are invited to participate or [2] work together withthe Client to form a community stakeholder Leadership Group that has a wide crosssection of the Chamblee community represented. This Group would be different from

the Steering Committee, as the representatives would reflect civic and property ownerperspectives.

PHASE 3: REAL ESTATE MARKET ANALYSIS

Phase 3 will consist of a series of tasks designed to identify the economic trends andevaluate the major business factors that are shaping and influencing the City of




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Chamblee and the greater Metro Atlanta metro region, and how these factors will affectthe viability of economic development efforts in the City.

Task 3.1 Economic Base Analysis

RKG Associates will examine the economic growth and demographic characteristicswithin the City of Chamblee, as well as the local and regional competitive markets, toidentify socioeconomic trends influencing development decisions. Future growth withinthe residential, retail/service, office and entertainment markets will be driven by changesin population, household and employment characteristics. For example, a surge in whitecollar employment within one area will result in increased demand for officedevelopment. RKG Associates will examine population and household formation trendsand characteristics within primary and secondary markets (to be defined by RKG and theClient). The economic base analysis will establish a local context for evaluating thedevelopment potential in Chamblee. The proposed economic base section will includean analysis of the following:

Population and household trends and projections; Household and per capita income trends and projections; Employment, establishment, and wage trends; Recent unemployment and civil labor force trends; and Education and occupational skill levels of the region’s work force.

Task 3.2 Real Estate Market Analysis

This work task will include an analysis of recent real estate market trends within the Cityof Chamblee. The focus of this research will be to identify market opportunities foreconomic development activity that can be incorporated into the implementation strategyto transition the City from area plan vision to action. For the primary real estate market,

the Consultant will examine supply and demand trends in the following market segmentcategories:

Office; Entertainment/Hospitality; Warehouse/Flex; and, Industrial.

This analysis will consider such factors as: (1) existing building vacancies, (2) land saleactivity and pricing, (3) annual land and building absorption trends, and (4) regionalcompetitive supply of residential and commercial land. RKG will analyze developmentand absorption trends over the past 5-year period. The results of this Task will produce

a clear picture of recent land absorption, building development, and leasing trends, aswell as real estate pricing indicators. From this historical data and data collected duringthe stakeholder interviews, the Consultant will identify future opportunities for that can beincorporated in the implementation plan. These projections will then be compared withthe stated community goals to ensure compatibility.

The comparison of the Economic Base Analysis and the Real Estate Market Analysisalso will provide the framework for the implementation strategy in terms of the local real




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estate market climate, the current and projected development potential and thestrategies needed to be successful. The market data will be compared against thequalitative feedback from Client interaction and stakeholder outreach efforts to refine theultimate action steps within the implementation plan to assist the Client in realizing thelocal vision.

Task 3.3 Retail Market Analysis

In addition to the market analyses described above, RKG Associates also will perform adetailed retail market analysis. This effort is separate from the other land use marketanalyses because retailers tend to compete on a local level. In contrast, office andindustrial development often compete on a broader, regional level. While regional mallsand power centers do attract from a bigger area, the market competition tends to befocused at a much smaller level. As such, the retail market analysis will focus on localneed and competition surrounding Chamblee, and look at supply and demand on theCitywide level as well as up to four (4) local submarkets (to be determined by RKG andthe Client). For example, a submarket including the Interstate 85 corridor and its

immediate surrounds may be useful in trying to identify commercial opportunities tobetter serve local needs while still focusing on attracting regional shoppers. This taskincludes:

Commercial Trade Area Analysis –RKG Associates will consider the City’s abilityto support new retail operations. The Consultant will estimate a geographic tradearea, which includes the Primary Trade Area (PTA) serving local households.The primary trade area will constitute an area from which approximately 70percent of total annual sales are derived. RKG would then undertake primary, in-field analysis of drive times, road networks, peripheral communities (with anassessment of competitive retail centers, which would include size, number andtype of tenants, etc.) and natural barriers to assist in developing trade area

parameters. The Consultant’s estimates of the primary trade area will beconfirmed or adjusted based upon findings from interviews with real estateprofessionals. The supply and demand analysis will be based on the latestsecondary source data on population, employment, income and spendingpotential & sales capture trends and projections (over a variety of goods andservices) in the trade area. Such data sources may include, but may not belimited to, U.S. Census of Population, U.S. Census of Retail Trade, Claritas, Inc.,and DemographicsNow. In addition, the analysis will take into account fieldreconnaissance of the City.

Identification of Competitive Retail Centers - RKG will verify its analysis from theprevious study on retail centers considered competitive with existing facilities

within Chamblee and local retail centers. This will include nearby commercialdistricts, shopping centers, and scattered big box retailers. The deliverable forthis task would include a written assessment of the regional retail market, anoverview of the demographic/economic characteristics that define the trade areaand customer base, and a revised assessment of how the competitive retailmarket impacts the potential within Chamblee and the defined submarkets.




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Sales Potential and Retail Leakage Analysis – Utilizing the supply and demanddata, RKG Associates will determine which products and services have unmetsales potential, or where such spending potential is "leaking" (dollars being spentby the local customer base in non-local establishments) to other market areasoutside these areas and why. The study will focus on all types of retail

opportunities, ranging from neighborhood and community needs to the potentialfor super-regional facilities. Reasons for sales leakage typically include theavailability of more diversified shopping opportunities and competitive pricing ofgoods and services in other markets and customer perceptions of the localmarket’s ability to meet their needs relative to other markets. The results of thisanalysis, in conjunction with interview findings, will identify the retail marketopportunities for business expansion and/or recruitment within Chamblee. RKGwill be able to provide an order of magnitude of the market potential within eachretail category and provide recommendations on locations most appropriate forthe various commercial needs.

PHASE 4: TARGETING AND OPPORTUNITY ASSESSMENT

The tasks identified to this point lay the foundation for an economic developmentstrategy. However, they do not provide a targeted recruitment strategy orimplementation plan to move from concept to action. As such, RKG Associates isproposing the following additional efforts to assist the City of Chamblee reachingsuccess in all facets of economic development.

Task 4.1 Identify Recruitment Strengths and Weaknesses

The first part of a target sector analysis is the identification of the strengths andweaknesses of the City. The purpose of any SWOT (strengths, weaknesses,opportunities, and threats) analysis is to assess the competitive position of the

community. The questions that will be addressed in this portion of the analysis include:

What are the City of Chamblee's competitive assets and how can these assetsbe used to improve the local economic position?

What are the best opportunities for economic growth? How can the City reposition its assets to capitalize on future economic trends and

natural competitive advantages? What obstacles or challenges stand in the way of the City achieving its economic

vision and how can these obstacles be removed?

RKG Associates believes that the best targeting strategies are those that capitalize on aregion’s competitive strengths, while identifying the areas of concern so they can be

addressed and improved. RKG will research the competitive strengths and weaknessesof the City, using the anecdotal data from the interviews with local leaders,professionals, and stakeholders to corroborate the findings.

Task 4.2 Competitive/Comparison Communities Analysis

RKG Associates will compile a detailed competitive/comparison communitiesassessment, dovetailing findings generated throughout this effort with additional




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independent research. RKG will work closely with the Client and the SteeringCommittee to identify those local communities deemed to be mostcompetitive/comparable in terms of business attraction. The RKG Team also willresearch regional and national competitors/comparables as a foundation for identifyingpotential best practices that could be incorporated into the implementation strategy. The

findings will be presented to the Client and Steering Committee for consideration andcomment prior to detailing the implementation strategy. RKG Associates will assessChamblee’s competitive position within, but not limited to, the following areas:

Socioeconomic conditions (i.e. size, wealth, growth, workforce...) Market conditions (i.e. diversity of businesses, development patterns,

development assets...) Regulatory conditions (i.e. incentive programs, tax rates, development

ordinances...) Location conditions (i.e. transportation access, natural/recreational amenities,

gravity assets...)

Task 4.3 Quality of Life Analysis

Task 4.3 addresses the qualitative aspect of economic development efforts. Whenperforming a target sector analysis, it is important to understand the issues that impactthe personal preferences of company location decision makers as well as the facts andfigures of site location. To this end, RKG will review and address the following locationfactors:

Quality of Life Factors Crime Quality of Education Health Care Availability

Recreational Opportunities Housing Availability, Affordability, and Cost

Operating Costs Wages and Salaries State and Local Taxes Utilities Land Prices Construction Cost Factors

Operating Conditions Labor Availability and Educational Attainment

Workforce Development Programs Unionization Levels Site/Building Availability Utilities & Transportation Access Permitting Regulations Incentive Programs




16 | P a g e

Also, RKG will contact existing local employers in order to get a first-hand evaluation ofthe City as a business location and gain insight as to their reasoning for moving intoChamblee.

Task 4.4 Workforce Analysis

The availability of skilled local labor supply is a major influence in site selection decisionsby companies. To ensure the workforce available to businesses in the City is aligned tothe target industries (or has access to the proper training programs), RKG Associateswill perform a workforce supply and demand analysis.

First, RKG will audit the City’s labor shed, revealing the current skill levels available tonew or expanding businesses. Our prior experience in communities located in the“urban shadow” of a large metropolitan area has revealed that the potential workforcepool is not limited to local resources. RKG will analyze the labor shed determinedthrough data research and Client interaction that reflects Chamblee’s employment reachin the Metro Atlanta region. We will work with local and regional workforce agencies to

define the likelihood of workers’ willingness to commute for the right employmentopportunity. RKG Associates will review trends in education attainment andoccupational data for a labor.

Second, RKG will critically review existing workforce programs, inventorying the type ofworkforce assistance currently being offered in Chamblee. The Consultant willdocument where existing resources are being deployed, inventorying existing workforcetraining programs for City/market residents. RKG also will interview local trainingproviders, educators and large employers to assess the compatibility of existingprograms to the needs of local businesses. As part of this analysis, RKG recommendsthat a Business Labor Summit be held, bringing 15-20 training providers, educators andemployers together to discuss the current state of labor force preparedness and the

appropriateness of training programs. The Summit should include:

Private and non-profit training providers; City/regional workforce development staff; High-school, vocational and higher education professionals; and Large employers from the City.

The results of both analyses will provide the framework for recommendations on how tobetter position existing workforce development programs for Chamblee’s primary laborpool. Simply put, some of the target industries may need skills that are not wellrepresented in the City’s labor dr aw area. To meet this need, some changes may benecessary to training programs to address this skill gap. RKG will research if any state

and Federal resources could be used to provide additional/revamped training programs.

Task 4.5 Regional Cluster Analysis and Target Sector Selection

The objective of Task 4.5 is to identify and target business sectors representing thehighest probability of success for the City of Chamblee. Target cluster analysis involvesexamining the economic relationships among commercial and industrial sectors. Fromthe cluster analysis, RKG Associates will be able to identify those market sectors that




17 | P a g e

may be enjoying a competitive advantage within the greater Metro Atlanta region and theCity of Chamblee; identifying those locations most appropriate for each particularopportunity. The underlying assumption of cluster analyses is that companiesconcentrate in areas where they enjoy some competitive advantage. These advantages,whether related to location, natural resources, vendor relationships, or other factors,

allow companies to compete more successfully.

A cluster is a group of companies in market sectors that are related in one of three ways:

Buyers and Suppliers - the most common relationship Competitors - producers of same or similar goods and services, usually firms in

the same or similar industries Shared Resources - companies which rely on the same location-specific

resources such as labor and raw materials

Target cluster analysis provides a method for determining local competitive advantage -which in turn is crucial in attracting investment, be it through attraction of firms or

expansions of existing firms. The cluster analysis will rely on a statistical clusteridentification process designed to incorporate and assimilate local, state, and federaleconomic data. The fundamental criteria analyzed in the process include:

Sector Growth - Sectors with positive growth over the past five to ten year periodand those that are most likely to grow both nationally and regionally.

Sector Size - Component industries of a market sector cluster must havesufficient size in terms of total employment, number of establishments, and totalsales in order to justify their inclusion in the cluster. One exception would includegrowing industries that are clearly supportive of a larger market sector that maybe located just outside the region. For example, a small cadre of precision

machine tool companies might be integral to the expansion of larger durablegoods manufacturing firms located within the region.

Sector Concentration - RKG will examine current concentrations of each marketsector in the region. Low concentrations of employment and establishmentssuggest that a given industry may not be well suited for a given region.

Local Fit - Local fit includes both computerized analysis and considerableprofessional judgment, based on community characteristics, sector preferences,specific industry composition, and location-based activity. Local infrastructure isanalyzed including the presence of interstate highways, rail service, commercialair service, utility costs, wastewater cost and capacity, telecommunication service

level, the match of the region’s labor force profile with sector needs, and laborcosts as compared with national averages.

Other Criteria - Includes state-sponsored economic development targets, skilledand professional workforce requirements by sector, tendency of given industriesto concentrate in certain areas, and job training resources, as well as domesticand international regions of competition.




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Additional targeting of companies in these market sector clusters will likely enhance theCity’s chances for success. However, the targeting analysis will not be restricted to onlyknown clusters. A broad range of categories will be analyzed from manufacturing,distribution, and transportation to professional businesses and high-end services. Thiswill give the City a full range of options to consider.

PHASE 5: IMPLEMENTATION STRATEGY

Task 5.1 Implementation Strategy

RKG Associates will prepare an implementation strategy to be included as part of thestrategic economic development plan. The RKG Associates Team recognizes that theCity does not simply want to create a vision for the future. Rather, we recognize that thecommunity is interested in creating a vision for enhancing its economic developmentefforts; and then enacting that vision to make it a reality. RKG Associates will constructan implementation strategy to guide the Client in accomplishing these goals andenhance the community’s efforts to attract viable, sustainable employment and revenue

centers. This strategy will help coordinate efforts between the various entities with avested interest in making the community a vibrant, exciting community.

In developing an implementation strategy, RKG’s primary focus is to offer viablerecommendations that are grounded in the market realities of the community’s strengthsand weaknesses. It is crucial that short-term strategies focus on initiatives that the localentities, with input and assistance from key stakeholders, can undertake within the firstfew years without large commitments of public funds or time. Undertaking incrementalsteps in the beginning stages of an implementation strategy should build momentumwithin Chamblee and give investors confidence in the potential of the plan. Short-termimplementation recommendations can include organization restructuring, relatively smallinvestment projects, advertising campaigns and regulatory adjustments.

Successive recommendations should build upon these short-term actions, utilizing thebenefits resulting from the implementation of earlier tasks. RKG also will provide a mid-range recommendation section that will likely include increasingly complex actions,cross-departmental involvement and larger financial investment. These efforts will leadinto longer-term recommendations that will continue the community’s progress towardsmeeting its goals while remaining flexible to adjust to changing economic conditions.The long-term strategies may require larger investments of public funds; may involvepartnership agreements with outside agencies or the private sector; or may be complexand difficult to implement.

For each action or strategy in the implementation plan, the Consultant will assign

Steering responsibility, establish timetables for implementation and completion,recommended staffing and potential funding demands. The implementation plan may bepresented in a user-friendly evaluation matrix that can be distributed to variousimplementing organizations or committee members.




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Task 5.2 Report Submittal

Upon completion of the analysis, RKG Associates will submit a draft report for review bythe Client. The Consultant and the Client will hold a conference call to discuss theresults of the Client review. Any points of interest and/or concerns on findings and

recommendations will be addressed during the conversation. Once all issues aresatisfactorily addressed, RKG will revise the document for final presentation andsubmittal. RKG Associates will deliver five (5) printed and two (2) electronic copies ofthe final report to the Client at this time.




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SECTION 3: PROJECT EXPERIENCE

RKG has substantial experience in working with urban, suburban and exurbancommunities on developing economic development strategies. Within the past 5 years,RKG Associates has completed more than 100 public-sector and private-sector

economic development-related projects throughout the United States. Most notably,RKG is very familiar with the Metro Atlanta region. In addition to Mt. Talente attendingGeorgia Tech for his Bachelors and Masters Degree, RKG Associates has completedthe economic/market assessments in the region including the Peachtree Corners 2033Comprehensive Plan; the Roswell strategic economic development plan; and theLawrenceville economic development strategic plan. RKG currently is working on similarefforts to the tasks described in the Request for Proposals, including:

East Point, GA Atlanta, GA Cumberland, MD Huntersville, NC

Washington, DC Jacksonville, FL Pensacola, FL Annapolis, MD Craven County, NC Oconee County, SC Blacksburg, VA Chicopee, MA Concord, NH

Clarksville, TN Lake County, IL Prince George’s County, MD Westchester County, NY

KIPDA (Louisville region), KY San Patricio County, TX Liberty County, GA Durham, NC East Tampa, FL Glenville, WV Pacolet, SC Portsmouth, VA Simsbury, CT





PROJECT NAME AND LOCATION City of Roswell Strategic Economic Development PlanRoswell, Georgia

CLIENT

City of Roswell, Community Development Office

RKG SERVICES Real Estate Market Analysis, Workforce Analysis,Target Industry Study, Development FeasibilityAssessment, Organization Assessment, ImplementationStrategy

SITUATION The City of Roswell desires to improve its fiscal andeconomic health through expanded economicdevelopment efforts. Historically, Roswell served as apremier bedroom community for the City of Atlanta.Through the 1980s, the City was the residential and

commercial center for the area. However, the rest ofNorth Fulton County began developing at that time,attracting new residents, businesses, and investment. Asa result, Roswell began losing market share toneighboring communities. Understanding the benefits ofstrategic investment and economic diversification, theCity retained the services of RKG Associates tocomplete the City’s first ever Strategic Economic

Development Plan.

RKG APPROACH/SOLUTION RKG Associates, in partnership with FOCOM, Inc.,prepared a comprehensive analysis of the City’s

competitive position to attract new jobs, the current andprojected opportunities available for the City to begin

its efforts, and the City’s capacity to implement aneconomic development plan. The effort included aregional cluster and target industry analysis to identifyand target business sectors representing the highestprobability of success for Roswell. The plan alsoaddresses workforce readiness, entrepreneurialdevelopment and business growth/retentionopportunities and constraints. The effort culminated inan implementation “road map” for the City to succeed

in attracting private investment within an extremelyvibrant, but competitive regional market.

RESULTS The City began implementing recommendations during

the plan development process, including the creation ofan external economic development entity, the creationof is Downtown Development Authority, the approval ofa mixed-use development in the City’s downtown area,

and the complete rewrite of the City’s zoning code. The

Within days of the project’s completion, several

interested property owners and developers haveapproached the City to explore opportunities as aresult of the publicity surrounding the City’s new

approach to economic development.

Proposed New Implementation Entity Structure

Stonebridge I Building

Sanctuary Park

Proposed Catalyst Project Sites with Phasing

Canton Street, Roswell



COMMUNITY AND ECONOMIC DEVELOPMENT STRATEGIC PLAN

PROJECT NAME AND LOCATION Community and Economic Development Strategic PlanLawrenceville, Georgia

CLIENT Department of Economic and Community DevelopmentCity of Lawrenceville

RKG PROFESSIONAL’S SERVICES Socioeconomic Analysis, Real Estate Analysis, and StrategicPlanning

SITUATION The City of Lawrenceville historically has been anemployment center for Gwinnett County. In addition tobeing the County Seat, the City also is home to the GwinnettMedical Center. The City’s primary growth sectors are Health

Care and Social Services, Government Services andEducational Services. These three sectors accounted foralmost all of the job growth in the City, and experienced agreater net gain than all of the other industries. Thechallenge for the City was to diversify its economic basewhile maximizing the potential of its limited available landassets.

RKG APPROACH/SOLUTION RKG Associates, Inc. was engaged to evaluate existingmarket and economic conditions and assess the potential forindustry retention, expansion and attraction. However, thestrategic relevance and future disposition of City-owned landassets emerged to the fore as a priority early in the work

program, and through broad consensus, the project’s priorityshifted from a straightforward economic developmentstrategy to a site specific strategy.

RESULTS RKG Associates worked with a Stakeholder Advisory Groupto better define and refine the economic developmentpriorities of the City. Once consensus was reached that theCity needed to focus its efforts more on real estatedevelopment and business retention/expansion than ontraditional industry recruitment efforts, opportunity sites wereidentified and ranked according to their near – and mid-termdevelopment potential. Market-supportable conceptualdevelopment programs were prepared that capitalized onstrong demand for urban residential to leverage thedevelopment of employment supporting space.

The final plan identifies real estate investment opportunitiesin the City’s commercial areas, with an initial focus on

Downtown Lawrenceville. The City’s Downtown Development

Authority has retained RKG Associates to help develop andimplement a property disposition strategy. The final plan isbeing presented for adoption in early September.


A market analysis was conducted to assess the potential for additional new

retail in Lawrenceville’s traditional downtown. A specific focus was placed on

retail demand generated fro Lawrenceville’s daytime worker population.

Understanding Lawrenceville’s commercial and industrial market sectors and

land & building inventory was a key element to developing an opportunity

site-based economic development strategy.

This urban infill development project in Lawrenceville combines residential on

the upper floors with ground floor commercial. An important ground floor

tenant is Cornerstone at Novologic, which maintains a cowork environment

of diverse organizations in order to build a community of entrepreneurs with

different perspectives and capabilities.

47%Warehouse

22%RetaiF&B

17% Mfg.

8% Med.

6% Office,Bank

TOP 5 NON-RESIDENTIAL LAND USES




PROJECT NAME AND LOCATION Strategic Economic Development PlanCumberland, Maryland

CLIENT Office of Economic DevelopmentCity of Cumberland

RKG PROFESSIONAL SERVICES Demographic and Socioeconomic Analysis, Real EstateAnalysis, Target Industry Analysis and Strategic Planning

SITUATION The City of Cumberland is a regional business andcommercial center for Western Maryland and the PotomacHighlands of West Virginia. During the 19th century,Cumberland was a key road, railroad and canal junction and

at one time was the second-largest city in Maryland after theport city of Baltimore. With the restructuring of heavyindustry in the Northeast and Mid-Atlantic states followingWorld War II, the city lost many jobs. As a result, itspopulation has declined by nearly half, from 39,483 in the1940 census to fewer than 22,000 today.

To the City’s credit, notable increases in employment

occurred in the finance/insurance, professional/scientific/technical services, and health care sectors in the last decade.However, significant increases occurred in relatively lowincome service sector jobs coupled with a continued decline inmanufacturing jobs. Through a SEDP, the City sought toinitiate more comprehensive, proactive economic

development efforts, and therefore improve its fiscal, marketand economic health.

RKG APPROACH/SOLUTION RKG Associates, Inc. was hired to evaluate existing marketand economic conditions and interview communitystakeholders. In addition, in collaboration with the projectsteering committee, opportunity sites were identified toprovide a focus to future economic development effortswithin the City. Ultimately, these efforts culminated in aStrategic Economic Development Plan that addressedorganizational, market and economic challenges in order toestablish a foundation for future, more in-depth economicdevelopment efforts.

RESULTS The plan was delivered to the City in November of 2014.The strategy is under public review and is slated foradoption in January of 2015. The City has already begunimplementing a number of recommendations. Most notably,the Office of Economic Development is working with the City’s

business leaders to establish a public-private fundedeconomic development entity.


Care First Blue Cross Blue Shield, Commerce Business Park, Cumberland,

Maryland

Pedestrian-only retail corridor, downtown Cumberland

-50.0%

-40.0%

-30.0%

-20.0%

-10.0%

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

0.00 0.50 1.00 1.50 2.00 2.50 3.00

2 0 0 4 - 2 0 1 0

G R O W T H R A T E

LOCATION QUOTIENT

INDUSTRY STRENGTH

Allegany County 2012 Employment

Entertainment

Construction

Manufacturing

Utilities

Information

Admin.

Services Logistics

FinanceWholesale

Trade

Retail

Trade

Health

CareReal Estate

Prof.,

Tech., &

Science

Other

Services

Lodging

and Dining

Agriculture

Education




24 | P a g e

References

Strategic Economic Development PlanMs. Alice Wakefield, Community Development DirectorCity of Roswell, Georgia

38 Hill Street, Suite G-30Roswell, GA 30075Phone: 770.594.6173

Economic Development Strategic PlanMs. Lisa Sherman, Economic and Community Development DirectorCity of Lawrenceville, Georgia70 South Clayton StreetLawrenceville, GA 30046Phone: 678.407.6599


Mr. Shawn Hershberger, Executive DirectorCumberland Development Corporation57 North Liberty StreetCumberland, MD 21502Phone: 301.722.4156




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SECTION 4: PROJECT TEAM

The RKG Associates Team will utilize its staff resources necessary to complete thiseffort. The resumes of the key personnel that will be assigned to this project areincluded in this section. At a minimum, Mr. Talente will dedicate 25% of his time to this

effort during the course of the study. Mr. Yewell will commit 33% of his time and Ms.Callaghan will be 50% dedicated to this effort. Additional staff resources will be used onan as-needed basis.

The following pages provide a sampling of the relevant qualifications of RKG Associates’staff members that will work on the project. Additional qualification data will be madeavailable upon request.



KYLE S. TALENTE, VICE PRESIDENT AND PRINCIPAL


PROFESSIONAL PROFILEMr. Kyle Talente is a Vice President and Principal withRKG Associates. Kyle brings an extensive background in

project management and has technical expertise in allfacets of market analysis. Kyle has worked on a widevariety of real estate, economic development andplanning projects during his tenure at RKG Associates. Hisspecializations include housing market and affordabilityanalysis, local and regional real estate market analyses,economic development strategies, downtown and urbanrevitalization, economic impact analyses and targetindustry studies. Mr. Talente has also worked with manyprivate sector clients on site selection and highest andbest use analyses.

Kyle’s expertise is bringing his client’s real world, market

driven recommendations that are founded in current

market realities and projected conditions based in soundeconomic fundamentals. Kyle’s work has led several

clients beyond the visioning and assessment phase andinto successful implementation. Kyle has learned that thisgrounded approach leads to a much strongerdevelopment process, particularly when implementationrequires/seeks a public private partnership. Prior tojoining the RKG Associates staff back in 1998, Mr.Talente worked in the Economic DevelopmentOrganization of the Georgia Power Company where heteamed with relocation specialists to assist prospectivebusinesses in site selection within Georgia

EDUCATION

B.S. Architecture, Georgia Institute of Technology,Atlanta, GA, 1996 Master of City Planning, Georgia Institute of

Technology, Atlanta, GA, 1998

PROFESSIONAL AFFILIATIONS Urban Land Institute (ULI) Candidate, Certified Commercial Investment Member

(CCIM) American Planning Association (APA) Virginia Economic Developers Association (VEDA) International Economic Development Council (IEDC) Southeast Fairfax Development Corporation (SFDC)

PROJECT EXPERIENCEStrategic Economic Development Plan

Roswell, Georgia

RKG Associates was engaged with the City of Roswell oncompleting its first economic development strategy. RKGis engaged with a series of advisory groups including theCity Council, a community-based strategy committee andthe City’s Convention and Visitors Bureau. The effort

focused both on establishing the best practices for Roswellto be effective at economic development, the efforts theCity should be undertaking as well as how to best

leverage relationships with existing local and regionaleconomic development entities. Since the completion ofthe project in early 2012, Roswell has attracted morethan 1,600 jobs including a 1,000+ job IT office forGeneral Motors.

Economic Development Strategic Plan

Lawrenceville, Georgia

Kyle led a real estate-based community and economicdevelopment strategic plan for the City of Lawrenceville.The project focused on strengthening the City’s downtown

core through improving the sustainability of the City’s

existing employment base. The analysis provided anumber of real estate strategies and potential

opportunity sites. The work was the culmination of acollaborative approach with the City and its majorstakeholders.


Portsmouth, Virginia

The City of Portsmouth’s Department of Economic

Development retained RKG Associates to develop acomprehensive strategy to help guide the City’s

investments and efforts in targeting and recruitingbusinesses that would benefit from the City’s competitive

advantages. Mr. Talente managed the effort, providinga thorough target industry analysis and implementationstrategy. The final document provided detailed step-by-

step action items intended to maximize the City’sdevelopment potential.

Unified New Orleans Plan

New Orleans, Louisiana

RKG Associates was part of a large consulting teamtasked with synthesizing redevelopment strategies forfive of the City of New Orleans 13 districts followingHurricane Katrina. The Unified New Orleans Plan was aneffort driven to bring consensus among the variousfactions within the City that had created two unsuccessfulpreviously. Mr. Talente was in integral part of theredevelopment strategies, providing the socioeconomic,real estate and economic development analyses used to

guide the investment recommendations. Mr. Talente alsoplayed a key role in developing and implementing thecomplex public outreach and participation efforts.

Subregion 4 Sector Plan

Prince George’s County, Maryland

RKG Associates was part of a larger consulting teamtasked with identifying key areas of opportunity andprovide concept plans that demonstrate and apply



KYLE S. TALENTE PAGE 2


sustainable infill development principles within the LivingAreas and Industrial Area of Subregion 4. RKGAssociates analyzed current and projected marketopportunities within the Subregion. To gauge currentsupply and demand conditions, RKG performed detailedanalyses for the industrial, retail, residential ownershipand residential rental markets, focusing on each of thedifferent zones within the Subregion. RKG also projectedfuture demand within each land use. An extensive publicparticipation process was conducted concurrently togauge insight from local residents and business owners ontheir vision for the Subregion.Commercial Economic Development Strategy

Annapolis, Maryland

Mr. Talente prepared a district-level economicdevelopment strategy that examined the City's currentmix of non-residential land uses and maderecommendations on how the City should direct thepotential (re)development of its remaining undevelopedand underutilized land resources. Mr. Talente identifiedan economic development opportunity corridor, whichstretched from the historic downtown district to the OuterWest Street district. The plan’s recommendations for this

area were focused on redevelopment, regulatory, andincentive-based strategies for building the City’s

commercial tax base.

Economic Diversification Plan

Hinesville, Georgia

Mr. Talente prepared an economic diversification planfor the City of Hinesville, GA, Liberty County, GA and theLiberty County Development Authority (The Partnership).The Partnership wanted to identify opportunities todiversify their economy as a countermeasure to reducethe potential impacts if Fort Stewart and/or Hunter Army

Airfield were ever downsized or decommissioned. Mr.Talente performed a thorough market and analysis andtarget industry study to identify potential recruitmenttargets. The analysis also included a detailedimplementation strategy, providing a guide for ThePartnership to follow to improve their potential tosuccessfully attract these businesses.

Economic Assessment and Revitalization Strategy

Durham, North Carolina

RKG Associates led the economic assessment for two low-income neighborhoods adjacent to the City of Durham’s

downtown and created an implementation strategy toattract commercial investment and improve the quality oflife for existing residents. Once described as the “BlackWall Street”, these neighborhoods are steeped with

economic and cultural history for the City’s African-American community. The analysis detailed potentialcommercial revitalization projects that would improve thelocal marketplace and preserve the historic character ofthese neighborhoods while identifying methods toencourage resident participation in the resultingdevelopment and operation.

Beauregard Corridor Vision Plan

Alexandria, Virginia

RKG Associates, Inc., teamed with a team of nationalconsultants, is preparing an assessment of the project’s

impact on the Beauregard Corridor as well as the City ofAlexandria. The resulting findings of this analysis willdetermine the likely impacts of the BRAC 133 project onthe corridor, which is experiencing intense redevelopmentinterest from developers and land owners. Of particularimportance is the potential impact on neighboringresidential apartment complexes, which hold a largeshare of the City’s affordable and workforce housing

supply. RKG will make policy recommendations to theCity intended to assist in maintaining a portion of theaffordable housing supply within the context of futureredevelopment. Finally, RKG will consider the fiscalsustainability of potential future development in theCorridor as it pertains to impact of growth on municipalrevenues.

Downtown and Waterfront Revitalization Strategy

Millville, New Jersey

Working with a national urban design firm, RKGAssociates prepared a comprehensive downtown andwaterfront revitalization strategy for Millville, NewJersey. The community is located on the urban fringe ofPhiladelphia and Atlantic City, experiencingunprecedented growth interest from the developmentcommunity. The analysis focused on enhancing the successalready taking place in the downtown involving theGlasstown Arts District along High Street. Mr. Talente ledthe regional market and economic development effortthat identified catalyst development and redevelopmentprojects for key parcels within the downtown includingriverfront sites along the Maurice River, the revitalization

of the downtown performing arts theater andreestablishment of commuter rail service fromPhiladelphia to Millville. RKG Associates continues to workwith the City, providing advisory services on theimplementation of these projects.

Downtown Redevelopment Plan

Bowling Green, Kentucky

RKG performed a district-wide revitalization strategy forBowling Green, Kentucky. This regional hub forsouthwestern Kentucky had a failing downtown despitebeing anchored by the Barin River to the east andWestern Kentucky University to the west. Mr. Talente wasinstrumental in the creation of a comprehensive

revitalization strategy that focused on the revitalizationof downtown Bowling Green, KY. Mr. Talente conducted acondition analysis of over 900 downtown properties,including GIS mapping, which identified opportunities forfuture neighborhood revitalization efforts.



TAYLOR B. YEWELL, SENIOR ASSOCIATE


PROFESSIONAL PROFILE

Mr. Yewell, Senior Associate with RKG Associates,has managed and consulted on a broad range of

public and private real estate and economicdevelopment projects throughout North America.Taylor Yewell’s experience and expertise

encompass market and financial feasibility analysis,highest and best use studies, effective public/privatepartnerships, implementation strategies, fiscal andeconomic impact analysis, cost of land use studies,and economic development planning.

Mr. Yewell has been professionally involved ineconomic development, as well as public andprivate real estate ventures, throughout his career.Prior to entering the realm of real estate and

economic development consulting, Mr. Yewell wasthe Economic Development Manager at WashingtonGas, a major public utility serving the greaterWashington, D.C. metropolitan area.

EDUCATION

Master of Real Estate, Johns Hopkins University,Baltimore, MD

Bachelor of Arts, University of Maryland, CollegePark, MD

PROFESSIONAL AFFILIATIONS

International Economic Development Council (IEDC) American Planning Association (APA) Delaware/Maryland Chapter of the American

Planning Association (VAPA) International Downtown Association (IDA) National Main Street Program National Association of Office and Industrial

Parks (NAIOP)

RELEVANT PROJECT EXPERIENCE

Economic Development Study, Midland Airport

Area, Fauquier County, VA

Conducted a cost/benefit analysis to assess the feasibilityof providing public infrastructure to the Midland Service

District Airport Area (home to the Fauquier/Warrenton

Regional Airport) near Warrenton, Virginia. The focus

on the study was to examine the various impacts on

future economic development in this area from public

investment in water and wastewater service, as well as

road improvements. The area is characterized by a mix

of agricultural and industrial uses.

Comprehensive Economic Development Strategic

Plan, Craven County, NC

This strategic plan for economic development

detailed the opportunities and corresponding actionsto maximize the county’s ability to leverage its

resources while positioning itself to improveefficiency and effectiveness. The plan incorporatesshort-, medium-, and long-term initiatives that willenable the county to take immediate action oncertain tasks as well as take initial steps in theplanning for long-term projects. A key element ofthe plan was to unite the efforts of the county’s

various jurisdictions, private sector stakeholders, andregional and state strategic partners to achievecommon objectives.

Tech Park Feasibility Study and Marketing PlanRidgely, MDMr. Yewell prepared a feasibility study anddevised a marketing plan for the Mid-Shore Businessand Technology Park, a high-tech business campusbeing developed by Caroline County, Maryland.The business campus is located on 95 acres adjacentto the Ridgely Airpark Airport. Recognizing the needfor the project to differentiate itself in an unprovenmarketplace, recommendations included provisionsfor LEEDS certified buildings to take advantage ofavailable federal and state financial incentives, andotherwise convey a sense of environmentalawareness to prospective tenants. The marketingplan calls for a regional effort under the unifiedtheme of the “Environmental Peninsula”, tying into

Chesapeake College and the Wye Institute.

Economic Development Strategy

Herndon, VAServed as the economic expert assisting a multi-disciplinary team in the development of a masterplan that seeks to upzone the area to realize themaximum fiscal benefits that will accrue throughTransit Oriented Development. The Town of Herndon

will be the beneficiary of one of the transit stationson Metro’s new Silver Line extension. Prepared

development pro forma and cost benefit analysisfor $26 million in public infrastructure improvementsnecessary to support the significant increases in landuse density.



TAYLOR B. YEWELL PAGE 2



Huntersville, NCThe Town of Huntersville, located just north ofCharlotte on the I-77 Corridor, saw its populationgrow from 3,000 in 1990 to almost 60,000 today.The town has also enjoyed a 35% increase in

employment over the past decade. Nonetheless, thetown recognized the need to integrate an economicdevelopment into land planning to ensure thesustainability of its resources for future economicdevelopment. The RKG plan includedrecommendations on the management of real estateassets, the coordination of ongoing economicdevelopment efforts, the establishment of a businessincubator, and a target industry strategy.

TOD Strategy for Eight Transit Centers

Prince George’s County, MD

Home to three Metrorail lines and a major formermall, Subregion IV, the “heart” of Prince George’s

County, is uniquely positioned to capture future

households and employment at currentlyundeveloped (or under-developed) transit centers

and other growth centers, and to share in the future

prosperity of the Washington, DC metropolitan

region. To prepare the Economic Development

Strategy for Subregion IV, conducted an analysis of

existing conditions, outreach to key stakeholders and

the general public, an economic and marketevaluation, prioritization of centers and assessment

of economic impact, and delineation ofimplementation strategies.

Business Assistance Study and CEDS Update

Quad Cities, IL/IAPrepared recommendations geared to expandingpotential employment opportunities for BRACdisplace workers at the Rock Island Arsenal. Thestudy examined the business growth anddevelopment in the local economy, assessed thedemographic characteristics of impacted employees,and assessed the ability of small business assistanceprograms and other resources to assist theseworkers. Recommendations were made on how tointegrate these highly skilled workers into the non-DOD economy.

Business Assistance Study, Upper Route 1

Corridor, Prince George’s County, MD Conducted an inventory of all viable businesses on

the Route 1 corridor north of I-495 to Laurel.Conducted surveys of businesses to ascertain theirreasons for locating in the corridor, as well as theirplans to expand or move. The study includedintercept surveys of retail patrons at two shoppingcenters to gauge their satisfaction with retail

offerings in the area.

Southeast Waterfront Community Plan

Newport News, VAPrepared the market analysis and identifiedsupportable redevelopment opportunities in supportof a Vision Plan for the Southeast Community inNewport News. The lower income neighborhood,characterized by a mix of public and privatehousing, experienced a wave of developer interestin prime waterfront real estate. The plan identifiedopen space and land use categories that takeadvantage of new development opportunities while

ensuring a framework for community benefits such asaffordable housing, retail and job opportunities,and shared access to the waterfront

Community Redevelopment Implementation

East Tampa, FL

This assignment focused on developing catalyst

projects to stimulate reinvestment and revitalization

in low-income neighborhoods. Detailed market and

financial analyses were conducted to determine the

feasibility of recommended projects that came to

include mixed-use retail, several mixed income housing

projects, and an International Public Market. The privatedevelopment community responded with significant

investments in the catalyst projects that emerged from

the study, and property values rose in response to the

renewed attention on what had become an area in steep

decline.

Eastside Neighborhood Revitalization Strategy

Charleston, SC

Led the team that evaluated the economic feasibility of

developing publicly funded infrastructure for a nine-acre

redevelopment site in Charleston’s Eastside area. The

City’s objective was to accommodate 350 mixed-incomedwelling units with a 90,000 square foot commercial and

civic component. The project included an estimate of

infrastructure costs prepared by the engineering firm of

Parsons Brinckerhoff, market analysis, and preparation

of a funding strategy utilizing Tax Increment Financing

(TIF).



LAUREN M. CALLAGHAN, MARKET ANALYST/PLANNER


PROFESSIONAL PROFILEMs. Callaghan joined RKG Associates in 2013 as aMarket Analyst/Planner. Her areas of expertise include

Geographic Information Systems (GIS), real estate andmarket analysis. Prior to her hiring at RKG Associates,Ms. Callaghan worked with the School of Managementand Labor Relations at Rutgers, developing a casemanagement system as part of a federal grantevaluation team. She also has experience working incommercial property management for Class A office andretail space.

EDUCATION B.A. History & Psychology, The University of Kansas,

Lawrence, Kansas Master of City and Regional Planning, Rutgers, The

State University of New Jersey, New Brunswick, New

Jersey

PROFESSIONAL AFFILIATIONS American Planning Association (APA) Urban Land Institute (ULI) ; ULI Young Leaders Group

RELEVANT PROJECT EXPERIENCEThe following are recent projects that best reflect Ms.Callaghan’s skills and experience related to the proposed

assignment.

Economic Development


Cumberland, MarylandAcknowledging the fundamental shift of WesternMaryland’s economy away from manufacturing and a

need to better understand Cumberland’s new economic

role, the City hired RKG Associates to develop strategicplan that outlines a path for future economic growth. Todevelop a holistic plan, Ms. Callaghan provided ananalysis of existing socioeconomic conditions, quality oflife metrics and the non-residential real estate market.These efforts included research and analysis ofquantitative and qualitative data and stakeholderinterviews to establish the foundation for the strategicplan.

Economic Development Strategic PlanBath County, VirginiaHome to the 250 year old Omni Homestead Resort in theShenandoah Mountains and a notable second homemarket, Bath County identified the need to activelypursue economic development partially in response todecline in young professionals and families within theCounty. RKG Associates was hired to develop a strategicplan that acknowledges current conditions and identifiesrealistic strategies for economic expansion. Ms.Callaghan is providing an analysis of existingsocioeconomic conditions and the residential real estate

market as well as implementation strategy development.These efforts include analysis of quantitative andqualitative data, stakeholder interviews and case study

review to establish the foundation for the resultingstrategic plan.

Business Incubator Feasibility StudyCumberland, MDPrevious economic development efforts for the Cityidentified the potential for an incubator or co-work spaceto facilitate the development of start-up and smallbusinesses within the Cumberland market. RKG Associateswas hired to evaluate the demand for an businessincubator, the potential of using a building in downtownfor this purpose and development of a business planshould the incubator prove feasible. Ms. Callaghanconducted the feasibility analysis portion of this project,

researching and analyzing the level of current demandfor an incubator and co-work space within the City.

Urban Revitalization and Master Plans

Greater Chillum Community StudyChillum, MarylandRKG Associates was hired as part of a larger team bythe Maryland-National Capital Park and PlanningCommission to analyze the redevelopment potential ofthe Chillum neighborhoods in Prince George’s County,

Maryland. Ms. Callaghan conducted an analysis of theexisting conditions of the Chillum area by evaluatingsocioeconomic and demographic data. She also

analyzed current housing affordability, the residentialreal estate market and recent development activity tounderstand future development potential. In addition, Ms.Callaghan collaborated in the creation of economicdevelopment and revitalization recommendations basedon RKG analysis and research.

Vacant and Abandoned Properties Master PlanLouisville/Jefferson County, KentuckyObserving a wide-spread issue with vacant andabandoned properties within Louisville and JeffersonCounty, the Office of the Mayor hired RKG Associates,working with APD, Inc., to lead the effort to develop aplan to establish short and long-term steps to promote

redevelopment and reverse the neighborhooddeterioration associated with these properties. To furtherthis effort, Ms. Callaghan prepared a marketabilityanalysis which identified areas of opportunity based on avariety of factors. Using tax assessor data she developeda housing inventory and sales analysis to provide a moredetailed understanding of the areas most severelyeffected by vacant and abandoned properties. Thisinformation was used to develop early interventionstrategies as part of the larger goal of producing a long-range master plan.




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SECTION 5: APPENDIX

Project Timeline

Based on the proposed scope of services detailed above, RKG Associates can complete

this project within an eight (8) month period. RKG assumes that all publicly held datasources (i.e. GIS databases) will be made available with no charge to the Consultant in atimely manner. Any delay in delivery of this information could delay the project. Adetailed time table will be provided once the scope is finalized.

Required Forms

The following pages include the forms required from the RFP.

RKG Associates (RKG) is developing a Strategic Economic Development Plan (SEDP) for the City of...

Documents

Transcript of RKG Associates (RKG) is developing a Strategic Economic Development Plan (SEDP) for the City of...