HomeMy WebLinkAboutLeland Consulting Group - EDP 2016 Update, Statement of QualificationsLELAND CONSULTING GROUP
People Places Prosperity
Revitalizing Downtowns
Creating Partnerships Targeting Real Estate Success
Shaping Financial Strategies Strengthening Community
Enabling Sustainability & Livability
Making Cities Work
610 SW Alder Street Suite 1008 Portland Oregon 97205-3611
p 503.222.1600 f 503.222.5078
www.lelandconsulting.com
May 23, 2016
Mr. Brit Fontenot
Economic Development Director
CITY OF BOZEMAN
PO Box 1230
Bozeman, Montana 59771
Re: Proposal for Services to Update the City of Bozeman’s 2009 Economic Development Plan
Dear Mr. Fontenot,
Leland Consulting Group (LCG) is excited to submit this proposal in response to the Request for
Qualifications (RFQ) regarding the City of Bozeman’s 2009 Economic Development Plan Update.
We are enthusiastic about this project for many reasons, but especially for its focus on leveraging
Bozeman’s economic development opportunities. During the course of this contract, we will
provide Bozeman with:
• The right combination of national experience and local familiarity. While Leland Consulting
Group has worked all over the U.S., it is also experienced in Bozeman. We will not need to
lose valuable time getting up to speed on the issues, the players, and the landscape.
• A proactive approach to solving problems rather than simply analyzing them.
• A project outreach process that is focused on candid advice to decision-makers and
implementers, coupled with a focused business leader forum to ensure broader buy-in to
the emerging strategy.
• Deliverables that are clear, attractive, compelling, and complete – so that they can serve as
both technical documents and communications tools. Information should be presented in
order to enlighten and inspire decision-makers, not confuse them.
• An exciting, engaging, and fun process. We are committed to fostering lasting personal
connections with clients and communities while we deliver results.
Leland Consulting Group will be the sole contractor for this project. Alisa Pyszka will serve as
project manager and the City’s day-to-day contact throughout the process. We hope that the
enclosed materials demonstrate our capacity to prepare an Economic Development Plan. Our
team has the capacity to complete the services described in the following pages during the
months of June, 2016 through September, 2016. Further, our team affirms that we can enter into
a professional services agreement with the City to complete those services for no more than
$30,000.
Please do not hesitate to contact me at 503.222.1600 or apyszka@lelandconsulting.com with any
questions.
Sincerely,
LELAND CONSULTING GROUP
Alisa Pyszka
Senior Associate
Proposal for Services: City of Bozeman Downtown Economic Development Strategy
Leland Consulting Group | www.lelandconsulting.com | May 2016 1
A. Table of Contents
A. Table of Contents ............................................................................................................................. 1
B. Cover Sheet ...................................................................................................................................... 2
C. Project Summary .............................................................................................................................. 3
D. Company Description/Capability .................................................................................................... 4
Company History .............................................................................................................................. 4
Relevant Prior Work .......................................................................................................................... 4
Experience and Capacity .................................................................................................................. 6
E. Informational Content ...................................................................................................................... 7
Project Team .................................................................................................................................... 7
Specific Assignments ........................................................................................................................ 8
F. References ........................................................................................................................................ 9
G. Timeline ............................................................................................................................................ 9
H. Cost ................................................................................................................................................. 10
I. Outline of Services .......................................................................................................................... 11
Proposal for Services: City of Bozeman Downtown Economic Development Strategy
Leland Consulting Group | www.lelandconsulting.com | May 2016 2
B. Cover Sheet
Proposal for Services: City of Bozeman Downtown Economic Development Strategy
Leland Consulting Group | www.lelandconsulting.com | May 2016 3
C. Project Summary
The City of Bozeman adopted their first Economic
Development Plan in 2009. Included with the original Plan is
a significant analysis of community demographics and
industry clusters with recommendations for strategic actions
to implement the Plan. The City would like to review and
update the Plan with an understanding of current economic
trends and opportunities facing the community. LCG believes
the following values need to be incorporated in the Strategy
development process in order for the update to achieve
meaningful results for the City of Bozeman.
The Importance of Talent
The national economy is becoming increasingly more talent-
based than resource-based. Over the past 50 years the U.S.
economy has shifted decisively from financing the
exploitation of natural resources to making the most of
human talent. Fifty years ago, almost three out of four top
50 US companies involved natural resources. By 2013 one
out of two top 50 companies were talent-based, including
Apple, Microsoft, and Google. Only 10 owed their position
on the list to the ownership of resources, including
ExxonMobil. Communities that are thriving today are those
that develop, retain, and attract talent for any type of
industry.
Clarity in City’s Role
The general practice of economic development
encompasses a broad array of tactics including, but not
limited to: workforce development, higher-education
commercialization, entrepreneurship, business retention and
expansion, and talent retention and attraction. These are all
equally important and are delivered most effectively by
different stakeholders. With so many different tactics to
implement economic development, it is important for local
jurisdictions to define their role in economic development. In
our experience, based on cities’ significant role in
determining land use and transportation policies and
investments, they are important stakeholders in tactics such
as those identified below:
Create a distinct place where business and talent will
stay and thrive.
Maintain resilient infrastructure that supports the
efficient movement of people, goods, and information
throughout a community.
Create pathways for economic growth and support
the business ecosystem by providing clear
development codes and processes.
Active Strategy Development
Economic development is not an exercise in document
development. For economic development plans to succeed,
numerous partners and organizations must be engaged and
invested in the outcome. To efficiently and effectively do
that, a community must understand, document, and achieve
consensus on its assets, values, opportunities, and objectives.
Once that foundation is established, there is a common
language and direction set in place. From that point on, all
actions will align toward a larger goal and build momentum
to an extent that real progress is achieved. Without the
“playbook” of language and direction, efforts are scattered,
often contradictory, and do not achieve meaningful results.
Strategy Implementation
The Strategy should be divided into “Do Now, Do If, and Do
When” categories. This approach helps City staff and other
partners clearly identify projects that can be implemented in
the near term as opposed to projects that are tied to other
factors or projects that need to occur first. Coupled with
these categories will be an identification of roles and
responsibilities, costs associated with both public and private
sector stakeholders, and potential funding sources.
Proposal for Services: City of Bozeman Downtown Economic Development Strategy
Leland Consulting Group | www.lelandconsulting.com | May 2016 4
D. Company Description/Capability
Company History
Exceptional public
and private leaders
have bold visions
for their
downtowns,
neighborhoods, employment centers, and cities. Leland
Consulting Group helps to refine and realize those visions.
Through our work in more than 250 communities across the
country, we have helped to shape long-term plans, and to
help build the projects that immediately improve residents’
quality of life: thriving downtowns, bustling shopping
districts, inviting neighborhoods, and productive
employment centers. As urban strategists, our role is to keep
the big picture in sight, while simultaneously providing deep
expertise in the strategic, market, financial, and economic
elements that make projects possible and successful. We
recognize that special and economically viable places result
not just from one factor, but from the combination of quality
design, supportive markets, developer capacity, and financial
strength. And during every assignment, we engage the
public and private champions essential to rallying support
and overcoming obstacles. Leland Consulting Group
provides the following services:
Development Conceptualization
Market Research
Market Strategies
Building and Development Programs
Negotiation Facilitation
Financial Analysis
Regulatory Approvals
Economic Impact Analysis
Implementation Strategies
Leland Consulting Group was established in 1989 and has
over 27 years of experience providing real estate and urban
planning services to public and private sector clients across
the United States.
Relevant Prior Work
Downtown Development Strategy |
Florence, Oregon
Leland Consulting Group is developing a strategic action and
economic development plan for the City of Florence,
Oregon in order to strengthen its downtown and attract
private development. This coastal community has a
successful historic downtown, but seeks to expand its
economy beyond tourism and services that support its large
retirement population. Through a market analysis, developer
outreach, economic development strategy, and catalyst site
studies, LCG is developing a short-term action plan of
prioritized investments that will address barriers to
development, help market Florence as a fertile community
for innovation, and reinforce its mix of housing, restaurants,
and retail in Old Town. Key themes in the emerging strategy
are to focus on place making in order to attract and retain
younger entrepreneurs and to develop several catalyst sites
for mixed uses such as housing, restaurants, and
employment.
Development Code Update | Bozeman,
Montana
The City of Bozeman’s North 7th Corridor is a traditional,
underperforming, mid-century, auto-oriented commercial
strip that is poised for redevelopment. As part of the overall
zoning code update for the City, LCG prepared a market
analysis for the corridor to determine the types of uses that
would emerge under current market conditions and further
support redevelopment along the corridor. LCG then
collaborated with a team of planners, architects, and local
LELAND CONSULTING GROUP
Proposal for Services: City of Bozeman Downtown Economic Development Strategy
Leland Consulting Group | www.lelandconsulting.com | May 2016 5
real estate experts
to evaluate
specific sites along
the corridor that
could redevelop
based on market
conditions and
property owner
engagement. LCG
prepared site
specific pro
formas to
determine if the sites could redevelop in the near term and
at what level of density. In doing so, the team discerned
specific code requirements that would prevent
redevelopment and the type of project that could realistically
be built within the near term. As a result, a realistic vision for
redevelopment was provided to the community and, at the
same time, new code language was crafted that removed
barriers to redevelopment.
Downtown Plan | Bozeman, Montana
Leland Consulting Group was the lead economic advisor for
a revitalization plan for Downtown Bozeman. The team
report recommends that the City add hundreds of housing
units downtown in the coming decade, redesign several key
streets that are serious barriers to pedestrian circulation, and
add many more trees and landscaping to downtown streets
and alleys. The work also included specific redevelopment
strategies for several catalyst opportunity sites. Leland
Consulting Group conducted market research, interviewed
key stakeholders, identified opportunities and constraints to
revitalization, and identified a range of strategies for
strengthening downtown Bozeman's capacity to attract
private investment. The project was completed in 2009 and
the Downtown Bozeman Partnership is now moving ahead
with the team’s recommendations.
Greater Portland Industrial Site Recruitment
Strategy | Oregon
As VP of Recruitment at Greater Portland Inc (GPI), a
regional nonprofit economic development organization,
Alisa Pyszka managed the Industrial Site Readiness project.
The project developed a strategy to target and recruit
business to industrial sites across the Portland region. The
project included seven different stakeholders including five
communities, a utility, and the port, all with different interests
and perspectives. Pyszka managed the overall project in
conjunction with a national consultant to determine the
following:
The compelling assets and challenges of the region.
The industries that will be attracted or dissuaded by
these factors.
A list of industries to effectively pursue.
The concise and necessary information that will
resonate with the pursued industries.
Marketing materials and actions to attract the
industries.
Targeted outreach to vetted companies based on the
above information.
Economic Development | Vancouver,
Washington
As Economic Development Manager for the City of
Vancouver, Washington, Alisa Pyszka developed a keen
understanding of how a city can effectively collaborate with
regional stakeholders and foster economic development. In
this role, she was responsible for determining unique sources
of funding in the state of Washington, which constitutionally
prohibits incentives. This limitation on tools critical to the
economic development practice motivated Pyszka to secure
and extends funds for the City through various federal
programs. This experience and skill set translates to her
current projects with local communities in determining
creative solutions to access grants and financing.
Relevant Current Customers
City of Albuquerque, New Mexico
City of Beaverton, Oregon
City of Bozeman, Montana
City of Bend, Oregon
City of Brighton, Colorado
Proposal for Services: City of Bozeman Downtown Economic Development Strategy
Leland Consulting Group | www.lelandconsulting.com | May 2016 6
City of Cheyenne, Wyoming
City of Everett, Washington
City of Florence, Oregon
City of Klamath Falls, Oregon
City of Independence, Oregon
City of Newberg, Oregon
City of North Bend, Oregon
City of Payson, Utah
City of Reno, Nevada
City of Salem, Oregon
City of Sheridan, Wyoming
City of Tigard, Oregon
City of Twin Falls, Idaho
City of Vancouver, Washington
City of Wilsonville, Oregon
City of Wood Village, Oregon
Experience and Capacity
Leland Consulting Group (LCG) will serve as the project
consultant based on our expertise with industry analysis,
economic development, real estate development strategy.
Our team’s overarching goal is to effectively engage City
staff and community stakeholders in preparing an economic
development strategy that will articulate and leverage the
City of Bozeman’s distinct assets. Some of the key elements
of our approach include:
Involve people. Economic development easily depends as
much on people and relationships as it does on raw data. It’s
been said that “people support what they help create,” so we
want decision makers to help create this plan. Stakeholder
interviews enable the LCG team and City of Bozeman staff to
get an unfiltered view of opportunities and challenges from a
diverse group of economic development stakeholders from
the university, industry sectors, K-12, and state and regional
organizations. These voices can help drive research and
focus analysis on the key issues that will spur action. The key
question for interviewees is, “What can help or hinder
attracting business to the Bozeman?”
Ongoing communication. The LCG team fully appreciates
the need to move this project forward as quickly and
efficiently as possible. It is our philosophy that consistent and
proactive communication is the most effective tool to ensure
this objective. Alisa Pyszka, serving as project manager and
the City’s main point of contact for the team, will provide bi-
weekly email summaries to the City’s point of contact for this
project. These emails will summarize actions completed to
date, upcoming tasks and deliverables, and any outstanding
questions or challenges emerging from the project. This will
be supplemented by telephone conversations on an as-
needed basis. This combination of communication tactics
keeps the team on task, assures the client that progress is
underway, ensures there are “no surprises,” and addresses
issues early on.
Tell stories through visuals and narrative. The LCG team
takes pride in creating products that tell a story through
compelling visuals and the narrative itself. We will produce
maps that identify key opportunity investments and sites,
images that help people to visualize target industry clusters,
and the people or the customer base who are the target
markets. Included will be information graphics that help
stakeholders understand how the City will foster economic
development, where, and for whom.
Proposal for Services: City of Bozeman Downtown Economic Development Strategy
Leland Consulting Group | www.lelandconsulting.com | May 2016 7
E. Informational Content
Project Team
Alisa Pyszka | Senior Associate | Leland Consulting Group
Building off her belief that every community possesses compelling
strengths, Alisa works with clients to realize their unique advantage
and a vision that can be amplified with strategic investments. With
extensive experience working for both public agencies and private
developers, Alisa delivers a range of technical and strategic skills that
enable great urban places to get built. Her emphasis is on urban
corridors, downtown revitalization, employment districts, and public-
private partnerships. Alisa keeps the focus of projects on implementation, bringing to bear tools
and resources from her 16 years of urban planning, real estate, and economic development
experience.
Alisa most recently served as the VP of Recruitment for Greater Portland Inc, a regional
nonprofit economic development organization that provides support and services to companies
seeking to relocate or expand in the greater Portland area. In this role, Alisa developed strategic
insights regarding the most important attributes a community and region must have to attract
business, as well as how to successfully message these attributes to decision makers.
Education and Accreditation
University of Kansas: Master of Urban and Regional Planning
Miami University: Bachelor of Arts, History
U.S. Green Building Council, LEED AP certification
Ted Kamp | Senior Associate | Leland Consulting Group
Edward “Ted” Kamp provides market analysis in support of strategic
land use decisions for public planners and private developers.
Drawing on expertise in GIS, economic, and demographic analysis,
he incorporates user-friendly information design to convey critical
market intelligence to stakeholders. His work spans a variety of
development contexts including urban renewal, suburban
revitalization, and transit-oriented development. Recent client work
has covered locales across the central and western US, including the
metropolitan Denver area, Colorado; Dallas-Fort Worth, El Paso and Houston, Texas;
Henderson, Nevada; Bartlesville, Tulsa and Oklahoma City, Oklahoma; Billings, Montana;
Albuquerque, New Mexico; and Juarez, Mexico. In addition, he taught the Urban Market Analysis
course for planning graduate students at the University of Colorado-Denver for five years.
Education
University of Colorado: Master of Urban and Regional Planning, PhD coursework
University of Arizona: Master of Science, Marketing (Consumer Behavior Concentration)
University of Oklahoma: Bachelor in Business Administration (with honors)
Relevant Project Experience
• Waterfront Master Plan and
Waterfront Buildings Development
Strategy, Port of Vancouver,
Washington
• State of Oregon Statewide and Site-
Specific Property and Facilities
Evaluations
• Aloha-Reedville Livable Community
Plan, Washington County, Oregon
• Foster Corridor Investment Project,
Portland, Oregon
• Colfax Connections Corridor
Alternatives Analysis, Denver,
Colorado
• Northwest Growth Area Plan,
Coralville, Iowa
• Communitywide Brownfield
Assessment, Vancouver,
Washington
• Westside Mobility Strategy,
Vancouver, Washington
• Tacoma Dome Area
Redevelopment Analysis, Tacoma,
Washington
Relevant Project Experience
• Western Avenue Employment Area
Master Plan, Beaverton, Oregon
• Comprehensive Plan Update and
Development Code Rewrite,
Albuquerque, New Mexico
• Port of Vancouver Waterfront
Master Plan, Vancouver,
Washington
• Economic Analysis and
Development Strategy, Florence,
Oregon
• Midtown Corridor Development
Strategy, Bozeman, Montana
• West Edge Planning Initiative,
Cheyenne, Wyoming
• Economic Development Strategy
and Implementation, Vancouver,
Washington
• Small Business Engagement and
Development, Vancouver,
Washington
• Business Recruitment Strategy and
Marketing, Portland Region, Oregon
Proposal for Services: City of Bozeman Downtown Economic Development Strategy
Leland Consulting Group | www.lelandconsulting.com | May 2016 8
Chris Zahas, AICP | Managing Principal | Leland Consulting Group
Chris is a real estate strategist and project manager with an
emphasis on urban corridors, downtown revitalization,
employment districts, transit-oriented development, and public-
private partnerships. His project approach is to assist public and
private sector clients in turning broad visions into prioritized and
achievable action plans by combining market and economic
research with strategic advice that is tied to the fundamental
principles of real estate development. In all cases, Chris keeps
the focus of projects on implementation, always anticipating next steps and never hesitating
to advise a client to change directions when that is the best course. In over 15 years at
Leland Consulting Group, he has managed more than 20 downtown and corridor
implementation strategies and played a strategic advisor role in dozens more. In the
economic development realm, he brings a deep understanding of economic and
demographic trends, ensuring that long-term strategies reflect the evolving drivers of how
businesses choose to locate and where people choose to live. Prior to joining Leland
Consulting Group, Chris coordinated economic development projects for the Portland
Development Commission, Portland’s redevelopment agency.
Education and Professional Memberships
Portland State University: Master of Urban & Regional Planning
Lewis and Clark College: Bachelor of Arts, International Affairs
American Planning Association
American Institute of Certified Planners (#019464)
City Club of Portland
Specific Assignments
Key Staff Specific Assignments
Alisa Pyszka Project manager
Ted Kamp Industry analysis
Chris Zahas Analysis and project advisory
Relevant Project Experience
• Frog Pond-Advance Road Concept
Plan, Wilsonville, Oregon
• Waterfront Master Plan and
Waterfront Buildings Development
Strategy, Port of Vancouver,
Washington
• Historic Downtown Plan, Newberg,
Oregon
• Northeast Gateway Plan,
McMinnville, Oregon
• Central Area Plan, Bend, Oregon
• Downtown Urban Renewal Plan
Update, Redmond, Oregon
• Downtown Improvement Plan,
Tigard, Oregon
• City Center Vision, Vancouver,
Washington
• Independence Landing
Redevelopment, Independence,
Oregon
• Downtown Housing and
Revitalization Initiative, Boise, Idaho
• Tigard Triangle District Plan, Tigard,
Oregon
• Riverfront Master Plan and
Development Strategy, Eugene,
Oregon
• Downtown Strategic Action Plan,
Salem, Oregon
• West Salem Business District
Development Action Plan, Salem,
Oregon
Proposal for Services: City of Bozeman Downtown Economic Development Strategy
Leland Consulting Group | www.lelandconsulting.com | May 2016 9
F. References
Downtown Development Strategy | Florence, Oregon
Erin Reynolds, City Manager
City of Florence
541-997-3437
erin.reynolds@ci.florence.or.us
Development Code Update | Bozeman, Montana
Tom Rogers, AICP, Senior Planner
City of Bozeman
20 East Olive Street
PO Box 1230
Bozeman, Montana 59771
406.582.2268
trogers@bozeman.net
Downtown Plan | Bozeman, Montana
Chris Naumann, Executive Director
Downtown Bozeman Partnership
224 East Main Street
Bozeman, Montana 59715
406.586.4008
chris@downtownbozeman.org
Greater Portland Industrial Site Recruitment Strategy |
Oregon
Sarah Garrison, Economic Development Manager
City of Hillsboro
503-681-5206
sarah.garrison@hillsboro-oregon.gov
Economic Development | Vancouver, Washington
Chad Eiken, Community and Economic Development Director
City of Vancouver
360-487-7882
chad.eiken@cityofvancouver.us
G. Timeline
June July August September
M E B M E B M E B M E
TASK 1
EDC Meeting (1) *
Survey *
TASK 2
Draft Strategy *
Communication Plan *
EDC Meeting (2) *
TASK 3
Commission Hearing (1) *
Commission Hearing (2) *
Final Document *
Proposal for Services: City of Bozeman Downtown Economic Development Strategy
Leland Consulting Group | www.lelandconsulting.com | May 2016 10
H. Cost
Tasks
Pyszka Kamp Zahas Hours Budget
$165 $150 $180
Task 1: Discovery and Stakeholder Engagement 36 $5,730
Preliminary Research 6 6
Design and Adminster Survey 8
Meeting with Stakeholders and EDC 16
Task 2: Economic Development Strategy 100 $15,960
Industry Analysis 6 32 4
Draft Strategy 26 10 6
Review Strategy with EDC 4 4
Communication Plan 8
Task 3: Approval Process and Final Document 36 $5,880
Hearing Presentation (1) 8
Hearing Presentation (2) 8
Final Strategy 8 8 4
Total Hours 90 68 14 172
Fee Budget $14,850 $10,200 $2,520 $27,570
Budget Summary
Fees $27,570
Expenses (e.g., travel)$2,400
Total Budget $29,970
Total by Task Hours by Staff
Proposal for Services: City of Bozeman Downtown Economic Development Strategy
Leland Consulting Group | www.lelandconsulting.com | May 2016 11
I. Outline of Services
We envision this project being comprised of three distinct
tasks that are outlined below. Throughout the entire
project, the LCG team will overlap tasks and timelines
where appropriate to maximize efficiencies. We are
showing the tasks in a distinct linear manner to clearly
convey objectives, milestones, and deliverables.
1. Discovery and Stakeholder
Engagement
LCG will thoroughly review prior economic development
work to date, including, but not limited to, reports from the
State, workforce development and Montana State
University. Briefed with an understanding of work to date,
the LCG team will meet with City staff, key businesses, and
community leaders to gain a deeper understanding of
issues and objectives for the Bozeman economic
development opportunities. Further outreach to businesses
will be obtained through a survey. LCG will develop the
questions and summarize the results of the survey. It is
anticipated that the City staff will distribute the survey to
established contacts.
LCG will also work with staff to hold the first of two work
sessions with Economic Development Council. Alisa Pyszka
of LCG will lead these meetings to establish the clear
objectives for the project and deliverables in addition to
outlining the roles and expectations of committee
members. In addition, we will garner insights and ownership
of the ultimate plan. To maximize efficiencies within the
budget, LCG anticipates that City staff will arrange the times
and locations of meetings.
Deliverables:
Summary of meetings with key stakeholders.
Design and administer survey
Set up Economic Development Committee agenda,
presentation with staff.
Time to Complete: Six weeks
Budget: $5,730
2. Economic Development Strategy
The updated strategy will be limited in scope and size
compared to the original 2009 Plan that was developed
over a 10-month time period. We will review work
conducted to date and summarize key information such as
market trends, industry cluster growth, development
constraints and opportunities, and a strengths, weaknesses,
opportunities, and threats (SWOT) overview to align all
committee members. This review will verify direction of
economic development goals and strategies.
Industry Analysis
LCG will conduct an analysis of existing demographic and
real estate conditions in order to serve as the foundation
for the strategic market recommendations. All research,
findings, and recommendations will align with Bozeman’s
unique identity, culture, and strategic assets.
As part of this task LCG will:
Identify the principal target industry clusters
geographically.
Take advantage of as many existing reports and data
sources as possible in order to increase the cost-
effectiveness of this effort.
Analyze the following market indicators: population
growth; household growth; household income levels;
age-by-income patterns (including relevant
generational cohort trends); tenure (rent-versus-own)
patterns; household composition (size, family
orientation, etc.); lifestyle segmentation
(psychographics); employment growth (both
downtown and regionally); and other indicators, as
identified. Prepare data and exhibits to summarize
these factors.
Summarize national trends regarding economic
development specifically unique to small
communities.
Define the amenities and locational factors that
support Bozeman economic development.
Draft Strategy
The Strategy will be conveyed both graphically and in a
report format that presents realistic solutions for addressing
the challenges and opportunities in the community while
providing a path to economic development. The Strategy
will be prepared in close coordination with City staff and
stakeholders and will include extensive supporting
documentation, including: (1) tabulations of data, (2) GIS
output figures (refined from Task 2 above based on staff
and stakeholder input from the kickoff meeting), (3) charts
Proposal for Services: City of Bozeman Downtown Economic Development Strategy
Leland Consulting Group | www.lelandconsulting.com | May 2016 12
that illustrate key aspects of the report as described above,
(4) a clear check list of near, interim and long-term actions
to implement the Strategy.
The plan will include an executive summary that will quickly
and clearly convey the contents and overall conclusions of
the report, with a focus on the scope of the problem,
benefits of redevelopment, and realistic solutions.
Engagement
LCG will review the draft Strategy with the EDC via video
conference call for the second meeting to achieve budget
efficiencies. Comments and edits from the EDC will be
incorporated into the final draft Strategy that will be
presented to the City Commission. LCG will work with staff
to prepare a communication plan regarding the important
aspects of the Strategy and how it will further economic
development across the community. Implementation of the
communication plan will be led by staff.
Deliverables:
Draft Strategy
Video conference review of Strategy with EDC
Communication Plan
Time to Complete: Six weeks
Budget: $15,960
3. Approval Process
LCG will prepare for and attend up to two City Commission
hearing presentations of the Draft Strategy.
Recommendations and modifications by the Commission
will be incorporated into the final strategy.
The final strategy and executive summary will be prepared
in electronic formats that can be distributed via the City’s
web site. Presentation-quality (i.e., large-scale, color) figures
and graphics will be prepared to support public outreach
and coordination.
Deliverables:
Up to two presentations to City Commission
One final strategy that includes, but not limited to:
o Newly defined goals and strategies
o Roles and responsibilities of public vs.
private sector.
o Recommended metric and tracking
system
Time to Complete: Six weeks
Budget: $5,880
Request for Qualifications and Professional Services Agreement
City of Bozeman’s Economic Development Plan Update
FY 2016 – FY 2017
Page 21 of 21
Statement of Non-discrimination – Attachment A
Each entity shall include a provision requiring submitting entity to affirm in writing it will not
discriminate on the basis of race, color, religion, creed, sex, age, marital status, national origin, or
because of actual or perceived sexual orientation, gender identity or disability and recognizing the
eventual contract will contain a provision prohibiting discrimination as described above and this
prohibition on discrimination shall apply to the hiring and treatment or proposer’s employees and
to all subcontracts.
(name of entity submitting) hereby affirms it
will not discriminate on the basis of race, color, religion, creed, sex, age, marital status, national
origin, or because of actual or perceived sexual orientation, gender identity or disability and
recognizing the eventual contract will contain a provision prohibiting discrimination as described
above and this prohibition on discrimination shall apply to the hiring and treatment or bidder’s
employees and to all subcontracts.
Name and title of person authorized to sign on behalf of submitter
_____________________