Item B06
BOARD OF COUNTY COMMISSIONERS
AGENDA ITEM SUMMARY
Meeting Date: 20 September 200 1
Division: Growth Management
Bulk Item: Yes --1L-
No
Department: Planning & Environmental Resources
AGENDA ITEM WORDING:
Approval of recommendations from the RSQ Review Committee to select the firm of The Chesapeake Group,
Inc. to complete the Preparation of Land Use Projections, Policies, and Regulations for Nonresidential
Development in the Florida Keys and direct staff to enter into contract negotiations with this firm.
ITEM BACKGROUND:
In August of 2000, the BOCC approved the solicitation of a professional planning consulting firm to PREPARE
AN ECONOMIC AND LAND USE ANALYSIS FOR THE LIVABLE COMMUNIKEYS PROGRAM. At the
August 17, 2000 meeting of the BOCC, the Planning Department requested and received permission to
advertise for a Statement of Qualifications from firms capable of completing the project. The Notification of
Request for Qualifications was placed by the Purchasing Department. The Review Committee received and
reviewed the Statements of Qualification. There were five responses to the RSQ. The committee chose to
interview the top three firms. On August 29, 2001, interviews were conducted for final selection of a
professional planning consulting firm. The Staff unanimously chose The Chesapeake Group, Inc. as the top
candidate. Staff recommends that the BOCC approve the selection of The Chesapeake Group, Inc. as the
consulting firm to prepare the plan and direct staff to enter into contract negotiations with The Chesapeake
Group, Inc.
PREVIOUS REVELANT BOCC ACTION:
August 17, 2000 - Approval to advertise the Request for Statements of Qualifications.
CONTRACTI AGREEMENT CHANGES:
NtA
STAFF RECOMMENDATIONS:
Approval.
TOTAL COST: $50.000 to $100.000
BUDGETED: Yes X- No_
COST TO COUNTY: $50.000 to $100.000
APPROVED BY:
County Atty Nt A
Risk Management Nt A
DIVISION DIRECTOR APPROVAL:
DOCUMENTATION: Inc1uded-X-
To Follow_
DISPOSITION:
AGENDA ITEM #~
Boce Agenda Item Summary
0813110 I
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Growth Manae:ement Division
2798 Overseas Highway
Suite 400
Marathon, Florida 33050
Voice: (305) 289-2500
FAX: (305) 289-2536
Board of County Commissioners
Mayor George Neugent, Dist. 2
Mayor Pro Tern Nora Williams, Dist. 4
Comm. Charles "Sonny" McCoy, Dist. 3
Comm. Murray Nelson, Dist. 5
Comm. Dixie Spehar, Dist. 1
TO: Monroe County Board of Commissioners
DATE: August 31,2001
FROM: K. Marlene Conaway, Director of Planning and Environmental Res
SUBJECT: Review of Statements of Qualifications - Land Use Projections, Policies, and
Regulations for Nonresidential Development Plan
Background
In August of 2000, the Board of County Commissioners approved a request for consulting firms to
submit Statements of Qualification (RSQ) for preparation of a plan entitled:
"PROFESSIONAL SERVICES TO PREPARE LAND USE NEEDS
PROJECTIONS, PODCIES, AND REGULATIONS FOR NONRESIDENTIAL
DEVELOPMENT IN THE FLORIDA KEYS"
The purpose of this Request for Statements of Qualification is to identify the nonresidential needs
and requirements of the Florida Keys, to develop procedures, and to provide periodic technical
assistance in the implementation of plans, programs, and development regulations. The results of
the analysis will become a significant element of the Livable Communikeys Program by adding a
regulatory strategy that is fully integrated and consistent with the County and each of the island
communities in terms of economic development, quality of life, and protection of the ecosystem.
The project is to be funded through money set aside in the budget.
A notification of Request for Statements of Qualification was advertised May 10, 2001. Five
responses were received by the closing date, June 14,2001. The firms included 1) The Chesapeake
Group, Inc. 2) Lambert Advisory, The Curtis & Kimball Company, Andersen, The Market Share
Company, & Patricia McNeese 3) RKG Associates, Inc. in Cooperation with Sandra Walters
Consultants, Inc. 4) Strategic Planning Group, Inc. 5) Wallace, Roberts, & Todd LLC.
The Statements of Qualification were reviewed by a committee consisting of the Director of the
Growth Management Division, the Director of the Planning & Environmental Resources
1
Department, the Director of the Lower Keys Island Planning Team, the Director of the Upper Keys
Planning Team, and a planner from the Lower Planning Team.
Review of Statements of qualifications
Applicants were requested to address the following main objectives of the planning effort:
. Prepare analyses of existing commercial development and markets that identify strengths,
opportunities, and growth potential for the following three sectors, transient accommodations,
predominately tourism based and supporting uses, and uses predominately serving the
permanent population.
. Prepare in coordination with the County staff a set of scenarios for future commercial
development with varying development assumptions (i.e., differences in floor area ratio or
intensity) based on the two population projections provided by staff.
. Prepare projections of potential market demand for the three sectors on a Countywide
subplanning area (four areas) basis, based on a set of scenarios and an evaluation of future
market trends and identifiable market gaps in existing commercial development and transient
accommodations.
. Prepare projections of future land use needs for the three sectors in terms of acreage, number of
units, gross floor area for retail, office, and professional services.
. Prepare recommendations on needed changes in the location and amount of zoning required to
meet the land use and development requirements for the scenario approved by the County,
which should include the consideration of the redevelopment of commercial areas.
. Prepare comprehensive plan amendments in close cooperation with the County staff as it
pertains to the non-residential permit allocation system and limits on new transient
accommodations and provide a comprehensive, legally defensible, and sound management and
regulatory strategy for commercial and transient residential development.
. Prepare specific guidelines and regulations on revising the County's existing land use district
regulations and development standards, particularly focusing on redevelopment, site design and
layout standards, and transitional zoning.
. Provide on an as-needed basis, technical assistance to the County on its Livable CommuniKeys
Master Planning process (estimated to be completed in 2004).
2
The Review Committee ranked each firm based on the following criteria:
. Professional Qualifications of the Project Staff: Extent of background of key project staff in
land use planning with emphasis on commercial development, commercial market and tourism
research, and preparation of development standards and regulations for commercial
development.
. Objective Areas of the RSQ: Extent to which the Response addressed each objective area of the
RSQ and demonstrated an understanding of the County's needs.
. Experience of Respondent: Extent to which the Respondent demonstrates that proposed project
staff have experience working together on similar efforts for tourism-based economies,
particularly coastal and barrier island communities.
. Methodology and Analytical Approach: Extent to which analytical methods and approach to
data collection and assessment will successfully achieve objective areas of the RSQ.
. Project Management: Extent to which Respondent demonstrates a solid management structure
that will expeditiously complete the project and be accessible and responsive to the needs of
the County project manager.
The review committee chose to conduct interviews of the three firms who best met the
qualifications listed above. The three planning consultant teams chosen for interviews were The
Chesapeake Group, Inc., Strategic Planning, Inc., and Wallace, Roberts & Todd LLC.
On August 29, 2001 the review committee held one-hour interviews with each of the top three
consulting firms. The interview consisted of a 15-20 minute presentation to further outline the
methodology and analytical approach to be taken for the project and a 40-45 minute question and
answer session.
The Chesapeake Group, Inc.
The consulting team for The Chesapeake Group, Inc. (TCG) is experienced in market analysis and
economic development. The group has been involved in similar nonresidential development
projects nationwide and demonstrated that they have the knowledge and experience to provide the
County with creative processes leading to a successful product.
The Committee agreed that although TCG had no direct experience with the Florida Keys, the team
was able to adequately demonstrate, through previous efforts in tourist destinations throughout
Florida and barrier islands, that they were qualified to undertake this effort.
TCG emphasized building relationships with Staff as well as the Community. Staff agreed that
this relationship would be instrumental in the implementation of new policies and regulations.
3
The Committee agreed that the group demonstrated that its methods and approach to data
collection and assessment would lead to realistic strategies that can be implemented in the Florida
Keys through the Livable Communi Keys Program.
The Statements of Qualification submitted, by TCG have been enclosed for review by the
Commission.
Strategic Planning Group, Inc.
The Strategic Planning Group is one of the top island planning consulting firms nationwide. The
firm has completed comprehensive plans and economic development strategies for islands
throughout the Caribbean.
The review committee agreed that the firm, while highly experienced with island planning, did not
address the specific needs of the Florida Keys. There was a feeling that many of the processes and
strategies for developing policies for nonresidential development were recycled and did not
consider many of the critical issues, such as the sensitive environment, the land development
regulations, and changing seasonal population associated with Monroe County.
Wallace, Roberts & Todd LLC
Wallace, Roberts & Todd LLC (WRT) has been involved in several projects throughout Monroe
County. The team has completed several other nonresidential projects similar to the proposed
project.
The review committee agreed that WRT has a full understanding of the Florida Keys and
additional time would not be spent providing the team with background information. Although
WRT has experience in Monroe County, the review committee agreed that the approach being
presented by WRT did not fulfill the Staffs criteria for the proposed project.
Recommendations
The Review Committee recommends The Chesapeake Group, Inc. to prepare land use needs,
projections, policies, and regulations for nonresidential development in the Florida Keys. Should
the Commission agree approve this recommendation, the BOCC should direct County staff to enter
into contract negotiations with this firm immediately.
Attachment
4
The Chesapeake Group, Inc.
Building A Foundation For The Future
June 10, 2001
K. Marlene Conway, Director of Planning & Environmental Resources
Monroe County Government
2798 Overseas Highway
Marathon, Florida 33050
Response to RFQ
Dear Marlene, Tim, and others that are involved:
On behalf of The Chesapeake Group, Inc., I would like to take this opportunity
to express our sincere interest in the providing the professional services to
prepare land use needs projections, policies and regulations for non-
residential development in the Florida Keys. Let me thank you in advance for
your time and effort in the careful review of the submittal. The Chesapeake
Group is excited about the prospect of working with your organization based on
our familiarity with the area, familiarity with the professionals involved, our
significant experience in South Florida, and our success with similar efforts in
unique, established communities throughout the country.
The Chesapeake Group, Inc. (TCG) is an economic development and planning
consulting firm headquartered in Baltimore, Maryland. Over the past twenty-
seven years, TCG has been involved with many non-profit and for-profit entities
seeking analyses of creative retail, office, industrial, hotel/motel/inn. housing,
and multi-use development activity and implementation assistance in
numerous communities striving for economic enhancement. The success
of the firm can be measured in numerous ways, including: enhancement of the
environment while affording economic growth; the increased efficiency in public
sector expenditures; improvement of services for residents and visitors; the
expansion of markets served; the number of businesses established; increased
market penetration levels; and the investment in millions of dollars in projects.
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TCG is unique, differentiated from other economic development and planning
firms for the collective reasons that follow.
1. TCG specializes in analyses of and implementation activity for communities
interested in sustainable economic enhancement through quality
development. We have established particular experience with areas that are
striving for new opportunities through refocused investment along barrier
islands and other sensitive areas.
2. TCG's work most often entails the development of significant primary data.
TCG's efforts typically involve surveys of residents, visitors, and other market
components that are essential to provide "hard" empirical information
necessary to analyze, identify, and take advantage of opportunities. The
"Approach" to this effort will provide further information on the quality data.
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8516 GREEN LANE. BALTIMORE. MARYLAND 21244. 410-265-1784/(FAX) 410-521-0480fTCGROUP@EROLS.COM
The Chesapeake Group, Inc.
Building A Foundation For The Future
3. TCG is the only firm of which we are aware that has the technical resources to: internalize
the conduct of primary data collection/surveys; perform detailed market analyses and
present the findings in a manner that the general public can comprehend; develop
implementation schemes and mechanisms; and assist with actual marketing, entrepreneurial
development, business recruitment, and other project implementation.
4. Howard Kohn, TCG's President and Project Manager for the effort should we be fortunate
enough to obtain the contract, has spent most of his professional career doing market
analyses and economic development implementation work. While Howard is located in
Baltimore, he is typically in South Florida every other week. The majority of the other TCG
members that will be involved with the effort are situated in South Florida, in either Miami-
Dade or Broward Counties.
5. Other TCG members involved with the effort have built their professional reputations on
planning efforts in South Florida. Matthew Schwartz, who will act as the Assistant Project
Manager, and Jack Luft are just two of those individuals with national reputations built on
their Florida efforts and are part of TCG's Florida Planning Division.
6. Many of the communities in which TCG has been involved in the past or is involved at
present are tourist-based economies in coastal communities. For example, TCG is currently
developing a comprehensive plan for Carteret County, North Carolina, which is an Outer
Banks' jurisdiction, and developing area plans in Sunny Isles Beach, Florida. This past
year, TCG developed the comprehensive plan for Sunny Isles Beach and a strategic
economic and community development plan and program for North Beach in Miami Beach.
Other previous efforts in South Florida that have total or partial coastal components include
the Upper Eastside in Miami, and Fort Lauderdale. Outside of Florida, planning and
economic development projects in Tacoma, Washington, Seattle, Washington, Charleston,
South Carolina, Cambridge, Maryland. Muskegon, Michigan, Montague, Michigan, etc. are
other efforts along major water bodies (Puget Sound, Great Lakes, and the Chesapeake
Bay) that have a significant visitor based component.
7. TCG or its members have been heavily involved with creating and administering commercial
regulations in Florida and elsewhere. TCG members, prior to joining our efforts, were
heavily involved with writing, interpreting and administering such regulations in Miami
Beach, Miami, Miami-Dade County, Sunny Isles Beach, Coral Springs and other South
Florida communities. Jack Luft is currently developing regulations for various districts in
Sunny Isles Beach. TCG recently completed the development of a town center sign
ordinance for Cary, North Carolina and its currently developing their overall design
standards for town center commercial development. TCG is currently developing sign
standards for Longview, Washington as a component of their downtown plan (historic area).
8. TCG's efforts involve only the time of principals, not lower level staff with minimal
experience.
9. TCG has built its reputation on providing a high level of service, having a real commitment to
make efforts successful, and providing a quality product that produces results. Attesting to
the level of service and commitment, TCG received the 1991 Small Business Service Award
from the Baltimore County Economic Development Commission. TCG was nominated for
this award by the Eastern Baltimore Area Chamber of Commerce, the Liberty Communities
Development Corporation, and the Pikesville Community Growth Corporation. These were
three of TCG's clients in Baltimore County, Maryland.
2
The Chesapeake Group. Inc.
Building A Foundation For The Future
10. Diversity of client base is an important asset. We understand the needs of government,
communities, development interests, and small and large business interests since all are our
clients.
11. While headquartered in Baltimore, it is TCG's corporate policy that we absorb travel costs
within our normal fee structure and that we provide equal levels of service to our clients
irrespective of location. Furthermore and as noted, the majority of those involved with your
effort, should we be fortunate enough to obtain the contract, are South Florida based and
the Project Manager is in the area regularly for business interests.
12. TCG has a reputation for being associated with projects that are both creative and have met
with success. TCG approaches efforts intended to provide pragmatic information and
solutions. We do not wish to be involved with reports that "sit upon shelves" and
. recommendations that are not implementable.
13. TCG is committed to professional excellence at reasonable cost.
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Attached is appropriate resume and project management information for your perusal, our
approach to the effort, and additional required information.
Let me once again thank you for your time, energy and effort in its review and for your careful
consideration. If you have any questions do not hesitate to call. Looking forward to success
with the effort and with our potential involvement.
Respectfully,
~ ~~
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Howard S. Kohn
President
3
The Chesapeake Group, Inc.
Building A Foundation For The Future
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Much thought and consideration went into establishing a team that would bring to
this and other Chesapeake Group efforts those professionals with:
· a true diversity of backgrounds and experiences likely to be important;
· a recognized significant national perspective;
· significant experience with strategic planning and various facets of economic
development;
· a proven ability to work together;
· success with implementing efforts with which they are involved;
· the highest professional standards for quality; and
· like business philosophies.
The team is composed of individuals that have focused their careers on:
1. Market and other economic analysis;
2. economic development;
3. comprehensive planning;
4. community involvement;
5. developing and administering various implementation tools, including but not
limited to zoning and development regulations;
6. marketing and promotion; and
7. project management.
Furthermore, the individuals and group have much experience in coastal non-
residential development through their collective experience in Florida and
elsewhere.
The following provides brief background information on the members of the team
who will have responsibility for the services provided. Additional resume
information on the parties follows. It is noted that on-going technical
assistance, sought as part of the request, will be handled by Howard Kahn,
Matthew Schwartz, and Jack Luft - three well-known national and local
planning professionals. Howard, Jack and Matthew have worked together,
in one capacity or another, for about 25 years.
HOWARD KOHN will act as the overall Project Manager for the effort, handling
coordination and management responsibilities. Howard will also have primary
responsibility for the market analysis, supervision of product development, and
formal presentations, and will share implementation responsibilities.
Howard is the President and co-founder of TCG. He has thirty years of
professional experience. Howard holds a Masters in Urban and Regional
Planning from the George Washington University and various degrees in
Economics.
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4
The Chesapeake Group, Inc.
Building A Foundation For The Future
Howard began his career as the initiator, project planner, and economic analyst for the
revitalization efforts in the City of Baltimore and later established the revitalization program in
Baltimore County. During his public sector career, he:
· conceptualized and established the downtown (Inner Harbor), neighborhood and
commercial revitalization programs for two jurisdictions;
· acted as the project planner for about a two dozen revitalization efforts;
· provided technical analyses essential for the development of growth area plans in
Baltimore County;
· developed the program to attract tourists to the Inner Harbor area in Baltimore;
· assisted with the establishment of Enterprise Zones;
· developed the program for the Park Circle Industrial Park;
· prepared the economic development components of at least three comprehensive
plans;
· assisted with the development of plans for heavy and light rail transit systems; and
· was instrumental in many other successful efforts.
He is also:
· A current member of the EPA Brownfields Task Force;
· the former Co-Chair of the Neighborhood Economic Revitalization Committee of
the Washington-based National Center for Urban Ethnic Affairs;
· the former President and Treasurer of the Maryland Downtown Development
Association;
· a former Board of Directors member of the Neighborhood Design Center;
· a former member of the Business Advisory Committee of the Towson University;
and
· a guest lecturer on planning and economic development at numerous colleges
and universities in the Washington-Baltimore area.
Howard has been honored for his professional efforts by the American Planning Association,
the Council for Urban Economic Development, the National Science Foundation, the Small
Business Administration, and other national, regional, and local groups. He has been or is a
consultant to the Main Street Program of the National Trust, The Ford Foundation, The
Enterprise Foundation, the C. Stewart Mott Foundation and other national non-profit groups.
Howard is also heavily involved as a volunteer with community-based efforts. He is the former
Board member of an umbrella community group, former President of his community
improvement association, and immediate Past President of the Friends of the Patapsco Valley
and Heritage Greenway Association.
MA TTHEW SCHWARTZ, AICP, will also be involved, assisting Howard Kohn with project
management, interviewing of stakeholders, development of the guidelines and regulations and
certain related meetings, and with other technical assistance. He is the former Vice President
of a Florida-based national planning and engineering firm. Matthew headed that firm's Planning
and Development Division. Prior to joining that firm, Matthew was the Executive Director of
Miami's Downtown Development Authority (DDA). The DDA is a semi-autonomous agency with
a budget of almost $1.3 million. As the Executive Director, Matthew was involved with:
5
The Chesapeake Group, Inc.
Building A Foundation For The Future
· liaison work with civic and business organizations;
· planning and coordination of public/private joint ventures;
· business development activities; and
· planning of residential development throughout the diverse downtown
residential market.
Matthew also was the former Deputy Director of the City of Miami's Department of Development
where he managed three community and economic development projects, including the
Southeast Overtown/Park West Redevelopment and the Omni Redevelopment Project. Efforts
included:
. acquisition of $30 million in real estate;
. construction of 1,000 moderate income residential units;
. securing public sector grant funds; and
. developing or updating plans.
Matthew also held positions of Executive Director for the Foss Waterway Development
Authority in Tacoma, Washington and Assistant City Manager in Miami Beach, having oversight
and management responsibility over the development of a large scale General Obligation bond
program, all public works efforts, etc.
As a consultant, Matthew has coordinated planning efforts in a host of different jurisdictions and
has been significantly involved with regional development plans in South Florida through South
Florida's Metropolitan Planning Organization.
JACK LUFT is expected to be involved with your effort with regulation and guideline
. development and on-going technical assistance during the comprehensive planning process.
Jack is a Registered Landscape Architect and Certified member of the American Institute of
Planners. Jack is a critical component of The Chesapeake Group's Florida Planning and
Design Division and brings to TCG over thirty years of high-level professional planning and
design experience.
Jack is the former Director of the Miami Department of Planning, Development & Asset
Management, having had responsibilities for:
· comprehensive planning;
· community planning;
· joint public-private development of
public properties;
· management of property assets and
leases;
· GIS information;
· historic preservation; and
. zoning.
During his tenure in the public sector in Miami, projects authored by Jack include the:
· 1990 Downtown Miami Master Plan;
· Watson Island Master Plan;
· Virginia Key Master Plan;
· Downtown Miami Waterfront Master
Plan;
· Metrorail Station Area Master Plan;
· Dinner Key Strategic Redevelopment
Plan;
· Coconut Grove Master Plan;
· Latin Quarter Specialty Center
Development Plan; and
· Edison Park Housing/Renewal Plan.
6
The Chesapeake Group. Inc.
Building A Foundation For The Future
Jack has been or is also a Florida AlP Awards Judge, the former Vice Chair of the Miami Beach
Design Review Board, and a former member of the Governors Bicycle Council in Florida. Jack
has developed and . administered design guidelines for some of the most noted commercial
activity area projects in South Florida, including Brickel and Coconut Grove. He is currently
development mixed-use design regulations for Sunny Isles Beach and recently completed
design guidelines for the newly evolving central core of Coral Springs.
JIM JANAS of TCG is expected to provide and supervise data development efforts as well as
assist with development of guidelines and regulations. Jim has been involved in most TCG
efforts in a similar capacity for many years. Jim coordinated the development of commercial
sign regulations in Cary, North Carolina and Longview, Washington for TCG, is coordinating the
development of comprehensive design guidelines and standards for the town center area in
Cary, North Carolina, and developed fac;;ade and sIgn guidelines in Westminster in Carroll
County in Maryland.
Jim is the former Executive Director of the Liberty Communities Development Corporation in
Baltimore and was responsible for successful business development and planning activity for an
eight-mile corridor for many years. Prior to entering the private for-profit sector, Jim held similar
positions like that for the Liberty Community Development Corporation with other economic,
community, and business development groups. Jim was also the former Director of Economic
Revitalization for the National Center for Urban Ethnic Affairs in Washington.
KURT KUGELBERG may be involved with the drafting of regulations. Kurt received his B.S.
Degree from Illinois Institute of Technology in Chicago and his Masters in Urban-Environmental
Studies from Rensselaer Polytechnic Institute. Kurt has been or is an appointed member of the
Maryland Greenways Commission and the Maryland Forward Environmental Task Force. He is
also a former Board Member of the Neighborhood Design Center and has held various
positions in the Maryland Chapter of the American Planning Association.
Kurt was employed by Baltimore County for more than twenty-five years before retiring. During
his tenure with both the Office of Planning and Zoning and the Department of Permits and
Development Management, Kurt held progressively responsible positions ranging from and
including: Recreation, Park and Open Space Planner; the chief of the Capital Program Section;
the chief of the Legislative Writing Section; and Assistant to the Zoning Commissioner.
During his public sector experience, Kurt authored or had primary responsibility for the
development of many publications. The publications include, but are not necessarily limited to:
· Baltimore County Development Management Policy Manual
· Baltimore County Zoning Commissioner's Policy Manual
· Capital Budget and Five Year Capital Program
· Annual Report to the County Executive on the Water and Sewerage Plan
Amendment Petitions
· Amendment to Provisions of the Baltimore County Code relating to Historic and
Architectural Preservation
· Proposed Amendments to the Baltimore County Development Regulations relating
to parks and open space
7
The Chesapeake Group, Inc.
Building A Foundation For The Future
MARLA DUMAS will be assisting TCG with this effort in developing regulations and guidelines.
Marla has worked with TCG members in one capacity or another for many years. Most recently,
Marla was the Director for Planning and Community Development in the City of Sunny Isles
Beach, Florida. Under her guidance the City wrote and had approved a new comprehensive
plan and developed new tools and zones associated with waterfront development.
Marla is a graduate of Ohio State University and Florida International University and is a
member of the Urban Land Institute, Florida Trust for Historic Preservation, and the National
Trust for Historic Preservation. She brings to the team more than 23 years of experience in the
areas of economic development, planning, zoning, and permitting. More than twelve years of
that experience has been in the South Florida area. Prior to her role in Sunny Isles Beach,
Marla had been responsible for the coordination of the inter-local agreement that established
the Community Redevelopment District, City Center Historic Convention Village Area in the City
of Miami Beach. While formerly working for Miami-Dade County, she played a significant role in
developing redevelopment plans in Homestead, Florida City, Hialeah, and Southeast
Overtown/Park West.
SUSAN ACKLEY, is another professional potentially involved with your effort, particularly with
developing a marketing and recruitment program to insure success with economic
enhancement efforts. Susan brings to the effort 30 years of marketing experience. In 1988,
Susan formed Ackley Advertising, now known as Ackley Marketing Group and an organization
in which TCG holds a financial interest, in order to assist clients with targeting markets,
formulating creative direction, communicating "sales" messages to clients, and promoting
effective events and advertising programs.
Susan was responsible for marketing concepts for TCG's efforts in:
· Carroll County and Route 1 in Maryland that were inter-jurisdictional in nature;
· the Route 1/Biscayne Boulevard efforts in the South Florida region;
· the comprehensive plan for Muskegon, Michigan;
· the parking promotion plan for downtown Westminster, Maryland;
· the marketing plan for downtown Homestead, Florida; and
· the marketing plan for the Midlothian Turnpike Corridor in Chesterfield County and
Richmond, Virginia.
Susan was also instrumental in the enhancement of the Miracle Mile marketing efforts in Coral
Gables, Florida. Susan established an advertising coop in that community and is a former
instructor in marketing with the Women's Business Development Center of a major university.
Ackley Marketing Group has a diverse client base which includes those active in revitalization
activity; large and small independent retail operations, such as Office Depot, A Nose For
Clothes, Professional Press, Tiskets 'N Taskets; other business ventures, such as Lucent
Technologies, Diamedix, Eastern Financial Credit Union, The Colonnaide, Grubb & Ellis Realty,
Propulsion Technology Corporation, University Credit Union, and Tropical Telco; and non-profit
organizations, such as the American Marketing Association.
LIBBY ARCIA-HIRD, and DEBRA SHAFFER will also be involved with computer modeling
activity and computer generation of data and analysis. The resume of these individuals follow
in the TCG packet.
The chart that follows provides information on managerial efforts for the overall project and
various components of the work.
8
The Chesapeake Group, Inc.
Building A Foundation For The Future
TCG Project Management & Personnel Assignment
Function. Demand
Projections & Future
Land Use Needs
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Changes & Location
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Function - Comp
Plan Amendments &
Guidelines & Regs
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Function - Technical
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Howard Kohn,
Manager
Howard Kohn,
Manager
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Matthew Schwartz
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Jack Luft
Matthew Schwartz
Kun Kugelberg
Matthew Schwartz
Jack Lull
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Jim Jan..
Marla Duml.
Marla Dumes
Matthew Schwanz
Jack Lull
Jim Jines
Howard Kahn
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Matthew Schwlrtz
Jack Luft
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The Chesapeake Group, Inc.
Building A Foundation For The Future
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The Keys are unique both from a Florida and national perspective. While
unique, they share common concerns with other barrier islands that are under
intense pressure. Sustainable and sensitive development is increasingly viewed
as being the logical land development process throughout many of the
communities, but not all barrier islands. As noted, there are both unique
elements and common concerns. Not all are known to us at this time, but our
familiarity with the Keys, other barrier islands, and other water-related
communities, indicate that:
./ Preservation of "quality of life" as well as a "way of life" are of increasing
concern and importance to residents. Complexity often results from
differences of interpretation of what "quality of life" means. These
differences impact macro and micro levels of non-residential activity.
./ To many, quality of life is directly related to the quality of the
environment. Preservation of water quality is inherent to the viability and
sustainability of current and short and mid-term future activity in the Keys.
Concerns for air, water, noise, light and other environmental issues
impact development regulations as well.
./ There are likely to be perceived conflicts between full-time residents,
residents who own non-residential property, non-residents who own non-
residential property and visitors to the area, both part-time residents and
shorter-duration individuals. Regulatory and development activity must
accommodate the needs of the diverse interests.
./ Economic or non-residential activity is the "lifeline" of most communities,
even though perceptions are often otherwise. Contributions associated
with or the provision of all types of essential services, tax revenues,
employment needs, etc. are directly linked to non-residential activity.
Unfortunately and more often than not as a result of lack of sufficient
development guidelines and planning and ineffective or insufficient
marketing to and for activity that is sensitive to the environment, non-
residential is often perceived as infringing on or conflicting with "quality of
life" by many residents. Yet, non-residential does not have to be
perceived as a negative "force" nor an infringement on quality of life.
./ Where has quality commercial and other economic development been
done along waterfronts and in barrier islands? Can the best be taken
from what has been done and applied to the Keys?
./ Inherent in the development strategy proposed for the Keys to date is a
relationship between population and non-residential development. What
is the likely composition of non-residential activity based on certain
characteristics and population? Can we achieve a better "mix" as a result
of our uniqueness? How do we achieve that better mix?
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The Chesapeake Group, Inc.
Building A Foundation For The Future
-/ Quality can go hand in hand with sustained economic viability in the business arena.
. Additional perceived costs can result in greater revenues. Quality economic
development is sustainable.
-/ Market opportunities for non-residential activity, linked to residential and visitors, must
be defined to the maximum level of detail possible. For example, services needed by
and employment needs of a senior-based population differ significantly from those
required by younger households and families.
-/ The Keys are not amorphous. From Key Largo to Key West, each community differs in
current economic structure and, in all probability, population bases and markets. The
differences in each area must be recognized in this effort.
-/ A comprehensive plan, as all plans, represents a guide to the future. Yet, specifics
associated with implementation are not often addressed. While the guide is important,
direction is also served through a strategic implementation program. In working with
Monroe County through the comprehensive plan process, TCG will indicate methods
and mechanisms or processes associated with how one can achieve the defined
economic component elements.
Each of the above represents an important factor impacting the future health of the Keys
community as a whole and on an individual basis. Collectively, their evolution is the very
foundation for the future.
TCG approaches the Keys effort with the following in mind:
· TCG does not see this effort as a "study", but the initiation of an implementation process
necessary to effectuate change and a long-term relationship with a new client around
technical assistance. Furthermore, TCG knows that too often recommendations are
"pie in the sky", having little or no prospect for implementation. TCG does and will not
take a non-pragmatic approach to the effort.
· Clearly, economic activity in parts if not all of the Keys have yet to achieve full potential.
Part of the reason for this is that there are better ways to promote a combined healthy
economy and environment than the current mix appears to achieve. Tools may need to
be enhanced to effectuate improvement.
· Effective market penetration is based on the proportion of users within the primary,
secondary, and tertiary markets and the frequency of use. Marketing or recruiting the
proper mix and other aspects of the enhancement activity will dramatically change if
penetration levels are expected to be at about 5% versus 80% for example. Effective
market penetration must be defined through surveys of the markets. Commercial use
patterns that are associated with competitive positioning can also only realistically be
defined through surveys of market components. Because of the above needs, TCG's
scope for the effort includes significant primary data collection.
11
The Chesapeake Group, Inc.
Building A Foundation For The Future
· Demand estimates and tenant mix proposals must not only be realistic, but a marketing plan
for business recruitment is often essential to "change" the conditions. TCG has
incorporated the development of a marketing plan into the effort as part of the strategic
implementation plan development associated with the comprehensive planning effort.
Portions of the plan might involve investor, developer, non-commercial, or commercial
recruitment depending upon the economic evaluation results.
· With technological changes. the possibilities are changing as we embark on the effort and
will continue to change throughout the process. Technology change can enhance the
viability of sustainable economic activity for all the Keys.
· A close working relationship must be developed with Monroe County's Project Manager as
well as growth management, planning and other economic staff. TCG's experience
indicates that projects are most successful and productive when a strong client professional
relationship is developed. Thus, TCG will essentially work as "adjunct" staff to Monroe
County as we have and are known for in our other efforts.
Based on TCG's experience and TCG's desire to provide valued services; the following is the
proposed potential scope of services for the effort. The scope can be modified based upon
Monroe County's needs. However, critical to the process from TCG's perspective is the need
to:
./ Listen carefully;
./ Keep informed;
./ Respect all segments of the population; and
./ Combine creativity with pragmatism throughout all facets of the effort.
12
The Chesapeake Group, Inc.
Building A Foundation For The Future
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As noted in the "Approach", the effort must be both comprehensive in nature,
and spread over a long duration to meet the needs of the Monroe County staff.
Essentially, you are looking for a "partnership" arrangement. Such a
comprehensive, continuing program will only be effective if premised upon
quality understanding of all facets of the issues, quality information and, if it is
able to address the very roots of issues, mitigating circumstances that will
change the course of the development patterns where desired.
The RFP outlines the scope of the work for the effort. TCG's outlined scope
should be viewed as detailing of how the work should or can be performed to
provide Monroe County with the best product possible. From TCG's perspective,
while there are many wonderful and positive visible elements in the Keys, there
are other opportunities that have been missed.
While focused on an extended periOd associated with the comprehensive plan
time frame, TCG's scope is intended to identify:
1. Opportunities and activities that can occur in less than one year;
2. Those that will take one to three years;
3. Those that will take longer;
4. Specific niches to be soughUdeveloped; and
5. The changes necessary to "make" those niches "happen."
Our work program allows for implementation to begin immediately while the
effort evolves. The following is the suggested effort within the context of the
RFP's scope. TCG anticipates that a number of the scopes elements can be
performed simultaneously.
Function 1 - Market Demand for Three Sectors of the '
Coun Economy by Geogra hic Sub-area
The first element addresses the first and third objectives outlined in the RFQ and
deals with defining markets and potential associated with transient
accommodations, tourism based support services, and residential based support
services.
Much of the technical analysis associated with the effort is associated with this
phase. The phase is generally associated with defining the Keys economy in
relative terms and in terms of market and trends. To gain a comprehensive and
detailed understanding of the current conditions and opportunities as well as the
potential relative position of the Keys, the following will be performed.
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The Chesapeake Group, Inc.
Building A Foundation For The Future
Task 1 - Preliminary Data Collection & Consultant Familiarization
The proposed initial activity in this phase includes:
~ Field reconnaissance. Key TCG team members, in cooperation with but not necessarily with
the County staff, will perform a reconnaissance of the key non-residential areas to review
current land use patterns, trends, and development.
~ Computer generated inventory. TCG will use computer software, based on telephone
directories, to identify current business activity by five or more digit SIC code.
~ Survey of existing businesses. Using a set questionnaire, a sampling of Keys businesses
surveying the targeted markets will be surveyed by mail to define current market conditions
and other issues.
~ Conduct a large sample telephone survey of households. TCG believes that detailed
information must be further developed on spending patterns of residents to assess demand.
This data is only achievable through a "non-government" survey of households. TCG will
develop the questionnaire or implementation tool and conduct a large sample survey of
households (300 to 500) in the defined geographic areas.
~ Conduct a large sample survey of visitors. TCG believes that detailed information must also
be further developed on spending patterns of non-residents to assess demand. This data is
only achievable through a "non-government" survey of the market force. TCG will develop
the questionnaire or implementation tool and conduct a large sample survey of non-
resident, visitor households. The sample size and methodology employed (telephone,
direct mail, point methods are options) will be determined based on the level of cooperation
with private interests in the area and the available data. It is noted that other comp plan
issues and attitudinal information could also be gathered in this survey.
~ Collection and review of available data. Much current data are already available through the
County. The existing information is expected to include but not be limited to the County's
current Comprehensive Plan, tourism information from Chambers and other entities, permit
tracking data, and land use information. That information is expected to be furnished to
TCG at or near the initiation of the effort. Additionally, planametric, aerial photographs, and
other maps are expected to also be made available to TCG.
~ Interviews with "critical" actors. TCG will meet face-to-face or one-on-one with about 30 to
50 "critical"/key actors and stakeholders. The individuals are likely to include, but not
necessarily be limited to: residential community leaders; business leaders; local Realtors;
large commercial interests; local elected officials; and County staff that has participated in
other plans, programs, etc. that impact the target area.
Task 2 - Analysis of Business Opportunities
The objectives require identifying existing conditions and growth potential based on the three
markets and the preparation of market demand and gaps in existing commercial development
and transient accommodations by planning area. Business opportunities will be defined by
applying two methodologies.
14
The Chesapeake Group, Inc.
Building A Foundation For The Future
The first of these reviewed is the comparative analysis between the Keys and a minimum of
seven other communities based on a broad range of criteria reflecting the uniqueness of size
and location and other factors to be defined in cooperation with the County. That which follows
will be performed during this comparative analysis.
1. Identification of criteria to be used to identify jurisdictions.
2. Identification of seven to ten additional jurisdictions and areas upon which the comparison
will be made.
3. Identification of current base of activity. (For standardization purposes, the "Yellow Page"
based inventory previously noted.)
4. Conduct of the analysis using standard statistical methodologies to define under-supplied
activity .
5. Definition of market gaps.
This analysis will yield a set of businesses that could be attracted or developed that reflects that
which has occurred in other places. It is important to understand that this represents one
grouping based on collective criteria used to define those industries with the highest probability
of success. The other methodology will yield results just as valid, but essentially premised upon
other sets of criteria. Furthermore, because something is "under-supplied" does not necessarily
mean that it is desirable for the Keys.
The second and final methodology entails defining business through an examination of local
business growth patterns and through estimating demand derived from non-residents and
residents to the area. TCG will base spending estimates upon primary information developed
through the surveys and secondary information with which TCG is familiar from a Florida-based
university, the State, and other sources.
The analysis is expected to yield information with respect to but not necessarily limited to that
which follows:
· definition of markets associated with commercial service activity;
· definition of the markets' population spending, shopping, selected entertainment. and
commercial utilization patterns, based on actual data developed through surveys;
· definition of the potential market penetration levels for segments of the market, based on
data developed through the surveys;
· demand forecasts for retail, by major retail category and store type, and capturable space
for the planning areas;
· definition of retail and related services specific types of businesses that would be
marketable;
· demand forecasts for non-retail services for the planning areas;
· definition of non-retail services specific types of businesses that would be marketable;
· definition of tenant mixes;
· demand forecasts for transient accommodations for the planning areas;
· definition of transient accommodations by forms and niches that would be marketable; and
· any other estimates necessary to accomplish the defined objectives.
All projections will be made for at least the years 2001, 2005 and 2010 (longer possible if
necessary). Two residentially based estimates will be generated based on 2 provided County
population estimates.
15
The Chesapeake Group, Inc.
Building A Foundation For The Future
The two lists will then be blended into one list with assigned probabilities of success and linked
to geographic sub-areas to the extent possible. Those on two will be assessed the highest
probability. The businesses and industries will be ranked according to probability and submitted
to the client in a. memorandum that includes the methodology utilized, the findings, and the
priorities.
It is also noted that new development is not the only opportunity that may exist in the Keys.
Expansion opportunities for existing operations as well as reconfiguration is another component
of the effort to be undertaken in this phase.
As noted, a survey of businesses will be conducted. In this task, the survey information will be
tabulated and analyzed. Opportunities for expansion or change in "physical plants" will be
identified as will the needs of the operations necessary to accomplish change.
The preliminary findings will be presented by TCG to the client and others requested by the
client at a meeting at mutually agreed upon time and date.
In addition, it is assumed that there would be a significant number scheduled meetings
throughout this element and all work program elements with the client. To reiterate, TCG
believes that success will only be achieved through a close working relationship.
Function 2 - Evaluation of Land Use
The second function will address objectives two. four. and five in the RFQ.
Demand estimates associated with the future will be converted to supportable space and
associated appropriate measures, such as acreage, number of units, gross floor area for retail
office and professional services. To be consistent with the "Function 1" activity. this will be
done for both the Keys in general and the planning sub-areas.
TCG will likely employ a matrix In this process to present the land use needs associated with
the different scenarios. As defined in the objectives. TCG In cooperation and coordination with
the county will develop the alternatives or scenarios to be assessed. Importantly, it should not
be assumed space needs in the future In some categories will exceed those at present, even
with growth in demand. Technological change could Impact needs in many areas.
Based on the scenarios, the defined measurements of "space," and current zoning and
development, recommendations on needed changes in the location and amount of zoning
required will be made. It is suggested that thiS be done through an internal charrette process
involving various TCG team members and County staff on site at the County offices. It is
anticipated that several sessions will be needed. with one or more sessions focusing on
individual planning areas. These sessions may be spread over time or consolidated in a short
time frame, depending upon staff and consultant schedules.
The recommendations are expected to be prepared in both chart and graphic form (maps).
16
The Chesapeake Group, Inc.
Building A Foundation For The Future
Function 3 - Comprehensive Plan Amendments
The third function deals with the development of comprehensive, legally defensible and sound
management and regulatory processes associated with amendments to the Comprehensive
Plan for the economic functions reviewed. It is associated with the 6th defined objective in the
RFQ.
As found in the submitted biographic information. most of the professional team have strong
backgrounds in Florida comprehensive planning processes and in developing and defending
regulatory issues unique to Florida. Furthermore. all have been involved in creative and unique
approaches to addressing such issues and concerns. Matthew Schwartz, Jack Luff, and Marla
Dumas, in particular. have been placed in the position of defending such plans and regulations
on numerous occasions throughout their careers in Florida. Furthermore, Howard Kohn brings
the experience as well to the table, but comes from the "private sector" perspective. This
blending makes TCG unique and has served our public and private sector clients well.
The experience of the team and their various perspectives will be brought to the table to work
with staff to develop land use Comprehensive Plan amendments and comprehensive strategies
to address growth and changes necessary to accommodate non-residential and transient
accommodations activity that are:
1. Pragmatic, being both legally sound and defensible.
2. Will enhance quality of development throughout the Keys, and
3. Will provide for economic viability. both collectively and individually.
These amendments will be prepared in memorandum format.
Function 4 - Guidelines and Regulations
In this function, TCG will prepare specific guidelines and regulations for reVISions to the
County's zoning district regulations and development standards, addressing specific areas that
could include but not necessarily limited to:
./ Redevelopment;
./ Site design; and
./ Transitional zoning and buffers.
Prior to doing the above, using existing TCG files and additional updated research, regulations
used by other jurisdictions that are known for "quality" and growth management will be gathered
and reviewed.
It is expected that the County will provide legal services as part of the team effort to address
objective number seven. It is noted that wherever and whenever possible. the team will employ
regulations and language associated with others that have been in place, legally tested in
Florida or elsewhere, and can be adapted to fit Monroe County's objectives. It is not to Monroe
County's advantage to reinvent the wheel.
17
The Chesapeake Group, Inc.
Building A Foundation For The Future
The form of the submittal of the information will be reviewed and agreed upon between the
County and TCG.
It is suggested that this final piece(s) of information be disseminated in a "marketing" format for
public consumption.
Function 5 - Continued Technical Assistance
On either a regular basis or as need basis, one or more members of TCG's team, depending
upon issues and client's needs, will be available to the client for continued consultation. While
minimized in words, this is considered a critical piece of the services. The professionals
associated with TCG will be assigned by the Project Manager depending upon circumstances at
the time of the request and with approval of the client. Once again, all members of TCG have
played a similar role with other communities and public and private sector interests.
Importantly, TCG has had "retainer" contracts with certain other communities (Aberdeen,
Maryland, Grand Rapids, Michigan) that have lasted for many years based on the needs of
those communities. We have also provided short and long-term technical assistance to many
others.
No time frame limit for this technical assistance or other aspects of the effort are set, but will be
set based on the needs of the client through negotiations. It is TCG's understanding that
technical assistance aspects of the effort could last through 2004.
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knowledge and experience with the following '"
~RKET SURVEYS, ASSESSMENTS, & ANALYSES
[ilCONOMIC DEVELOPMENT PLANS & IMPLEMENTATION
[iJUSINESS RECRUITMENT, RETENTION & DEVELOPMENT
[ilFFECTIVE MARKETING PROGRAMS
lEOWNTOWN REVITALIZATION
~IN STREET ENHANCEMENT
~EIGHBORHOOD REVITALIZATION
~OMMUNITY DEVELOPMENT
~EEDS ASSESSMENTS
~ONCEPT PLANNING
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[iARKING ANALYSIS & MANAGEMENT
[iINANCIAL FEASIBILITY
~REA TIVE FINANCING
~OMMUNITY PARTICIPATION PROCESSES
!iJUSINESS & COMMUNITY ORGANIZING
~RGANIZA TIONAL DEVELOPMENT
liUBLlC & PRIVATE FUNDING STRATEGIES
liROJECT EVALUATIONS & MANAGEMENT
THE CHESAPEAKE GROUP, INC.
8516 GREEN LANE, BALTIMORE. MARYLAND 21244
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Distinguishing Characteristics
THE CHESAPEAKE GROUP, INC. takes pride in '"
v' [jROVIDING THE HIGHEST LEVEL OF SERVICE TO ITS CLIENTS
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v' UHE LEVEL OF RETURNING CLIENTS
v' 8REA TIVITY COMBINED WITH PRAGMATISM
v' ~UCCESS OF ITS EFFORTS
v' [jROVIDING PROJECT SUPPORT THROUGH IMPLEMENTATION
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v' [jROFESSIONAL EXCELLENCE AT REASONABLE COST
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Representative Client List
THE CHESAPEAKE GROUP has been involved with projects throughout the country. The
following is a representative list of organizations to which TCG has provided assistance in the
past ...
Aberdeen Economic Development Commission
Allapattah Business Association
Allapattah Merchants Association
American City Corporation
Anne Arundel Co. Office of Planning & Zoning
BCH Real Estate Specialists
Belair-Edison Housing Services
Broadway Area Association
Carr Smith Corradino
Carroll Co. Economic Development Commission
Charles Co. Economic Development Commission
Charles Village Community Benefits District
Chesterfield Co. Deparbnent of Planning
City of Aberdeen
City of Baltimore Deparbnent of Planning
City of Cambridge
City of College Park
City of Coral Springs
, City of Fort Lauderdale
. City of Fort Walton Beach
City of Havre de Grace
~ City of Homestead
'City of Hudsonville
City of Kalamazoo
City of Milwaukee
City of Muskegon
City of Muskegon Heights
City of New Haven
-City of North Miami Beach
City of Norton Shores
City of Racine
City of Richmond
City of Tacoma
City of Wesbninster
City of Wesbninster
City of Winston-Salem
Columbia Association
Columbia Management, Inc.
Columbia Pike Revitalization Organization
Commerce Bank of Kansas City
Commercial Realty Resources of Kansas City
Crosstown Development Corp.
Deep Creek Realty
Developers General Corporation
Downtown Kalamazoo, Inc.
Downtown Management Board of Grand Rapids
Downtown Racine Corp.
East Meyer Community Council
Eastern Baltimore Area Chamber of Commerce
Empower Baltimore Management, Inc.
Enterprise Foundation
Fairway Golf Center
Fannland Petting Zoo
Fayette Co. Community Action Agency
Fed. of Hispanic Organizations of Metro Baltimore
Ford Foundation
Foss Waterway Development Authority
Friedman Walmsley & Associates
Govenstowne Business Association
Grand Rapids Dept of Economic Development
Greater Washington Area Chamber of Commerce
Harford Community College
Heritage Homes
Hennitage Lanes
Historic Third Ward Association
Homewood Retirement Centers
Las Colinas Realty
Lawrence A. Fonnan Associates
LOR International
Liberty Communities Development Corporation
Lincolnway West Business Association
Marketing & Design, Inc.
Maryland Dept of Housing & Community Devel.
Massachusetts Comm. Econ. Dev. Assist Corp.
Mulberry Central Development Corporation
Mutual Benefit Life
National Center for Urban Ethnic Affairs
National Trust for Historic Preservation
Neighborhood Business Specialist Program
Neighborhood Economic Devel. Corp. of Eugene
Neighborhood Housing Services
Olathe Lanes East
Pangaea Development Corporation
Partnership Development Group, Inc.
Pierce Transit
Pikesville Community Growth Corporation
Placemakers
Prince George's Economic Development Corp.
Route 1 Partnership
Santa Rosa Island Authority
Shield Press
Sound Transit
South Baltimore Business Association
South Bend Dept of Economic Development
The City Market of Kansas City
The Maryland Corporation
The Rouse Company
The Spanish American Center
Town of Chapel Hill
Town of Hampstead
Town of Hancock
Town of Manchester
Town of Montague
Town of New Windsor
Town of Newington
Town of North Beach
Town of Taney town
Town of Union Bridge
West Anne Arundel Co. Chamber of Commerce
Westport Tomorrow
White-Hutchinson Entertainment Group
Wilde Lake Village Merchants Association
Wilkes-Barre Industrial Development Authority
Worcester Co. Economic Development
8516 GREEN LANE, BALTIMORE. MARYLAND 21244 410-265-1784/(FAX)410-521-0480
Communities Served
THE CHESAPEAKE GROUP has been involved with projects in small and large communities in
the East, Midwest, West and South, including...
Aberdeen, Maryland
Akron, Ohio
Anne Arundel County, Maryland
Arlington, Virginia
Baltimore County, Maryland
Baltimore, Maryland
Bethesda, Maryland
Brooklyn, New York
Cambridge, Maryland
Chapel Hili, North Carolina
Charles County, Maryland
Chesterfield County, Virginia
College Park, Maryland
Colonial Beach, Virginia
Columbia, Maryland
Columbia, Pennsylvania
Columbia, Tennessee
~ Coral Springs, Florida
Deep Creek, Maryland
Delmar, Delaware
Detroit, Michigan
Easton, Maryland
Eugene, Oregon
Fayette County, Pennsylvania
Florence, Oregon
, Fort Lauderdale, Florida
· Fort Walton Beach, Florida
Frederick, Maryland
Grand Rapids, Michigan
Hampstead, Maryland
Hancock, Maryland
Harford County, Maryland
Hartford, Connecticut
Havre de Grace, Maryland
,Hialeah, Florida
· Homestead, Florida
Houston, Texas
Hudsonville, Michigan
Hyattsville, Maryland
Ithaca, New York
Kalamazoo, Michigan
Kansas City, Missouri
Laurel, Maryland
Lee's Summit, Missouri
Leonardtown, Maryland
Manchester, Maryland
f Miami, Florida
, Miami-Dade County, Florida
Milwaukee, Michigan
Montague, Michigan
Mount Airy, Maryland
Mount Rainier, Maryland
Muskegon County, Michigan
Muskegon Heights, Michigan
Muskegon, Michigan
Nashville, Tennessee
New Haven, Connecticut
New Windsor, Maryland
Newark, New Jersey
Newington, Connecticut
North Beach, Maryland
, North Miami Beach, Florida
Norton Shores, Michigan
Olathe, Kansas
Onancock, Virginia
· Pensacola Beach, Florida
Pikesville, Maryland
Pocomoke City, Maryland
Portland, Oregon
Portsmouth, Virginia
Prince George's County, Maryland
Providence, Rhode Island
Queens, New York
Racine, Wisconsin
Richmond, Virginia
Riverdale, Maryland
San Francisco, California
Scranton, Pennsylvania
Seat Pleasant, Maryland
Smyrna, Delaware
Snow Hili, Maryland
South Bend, Indiana
...south Miami, Florida
Springfield, Massachusetts
Tacoma, Washington
Taney town, Maryland
Taunton, Massachusetts
Union Bridge, Maryland
Washington, Pennsylvania
Westfir, Oregon
Westminster, Maryland
Wildwoods, New Jersey
Wilkes-Barre, Pennsylvania
Willoughby, Ohio
Winston-Salem, North Carolina
Worcester County, Maryland
THE CHESAPEAKE GROUP, INC.
8516 GREEN LANE, BALTIMORE. MARYLAND 21244 410-265-1784/(FAX)410-521-0480
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Creative Commercial Development
MCity" markets, festival markets, seasonal kiosks and carts, farmers'
markets, specialty centers, mixed use centers, and factory outlet centers are
all part of the changing opportunities within urban, outer urban, suburban,
and rural settings. Reuse and re-marketing of regional and community
scale shopping centers are essential components of creative commercial
development. TCG's efforts have often been pioneering.
Entertainment Activity & Centers
Communities throughout the country are integrating commercial recreation
and entertainment into exciting complexes with retail, restaurant, office, and
housing. TCG has identified opportunities and assisted with the develop-
ment or repositioning of family entertainment centers, themed development,
movie theaters, sports complexes, museums, as well as other activity
oriented toward resident and visitor markets.
Urban Business Parks
Yes, there are significant opportunities for industrial expansion in urban and
non-urban settings, bringing with the activity the benefits of economic base
industry, increased employment, and an expanded tax base. There is a
direct link between neighborhood stability and employment opportunity.
Business parks along major "commercial" arterials are often keys. So too is
aggressive recruitment. Entrepreneurial activity often has the potential to
maximize benefits to communities.
Revitalization Plans & Strategies
Throughout the West Coast, Midwest & East Coast regions of this country,
THE CHESAPEAKE GROUP has been involved with numerous successful
downtown and neighborhood revitalization efforts in communities ranging in
population from 1,500 to millions. All have different market forces and
unique qualities,
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larket Analyses & Positioning
*Analyses based on primary data *Marketing Strategies *Market positioning
*Niche development *Needs Assessments *Retention & recruitment
programs *Identification of prospects *Special Benefit District
implementation *"Brownfield" initiatives *Tourism development *Site
selection *Business plans.
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Uransportation Analyses
*Parking supply & demand analysis *Turnover and capacity analysis * Joint
development opportunities analysis *Transit station location analysis *User
demand forecasts *Public transit benefit analysis *Origin-destination studies
*Attitudinal research *Systems analysis *Traffic capacity analysis
*Pedestrian & vehicular circulation analysis.
[iinancial Feasibility Analyses
*Financial analysis proformas for new development *Financial analysis
proformas for reuse opportunities *Land use fiscal impact analysis for plans
*Cost-Benefit analysis *Creative financing techniques *Funding strategies
*Special fee or assessment evaluations *Parking structures *Impact fee
analysis *Tax structure analysis.
GJurveys & Other Tools
The Chesapeake Group's efforts are based on primary data collection that
includes the following ...
*Telephone surveys *Customer intercept or patron surveys *Origin-
destination surveys *Employee surveys *Student surveys *Business surveys
*Direct mail surveys *Focus group facilitation *Parking utilization surveys.
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Retail and related services have been a TCG forte since
inception. "City" markets, festival markets, themed activity,
and other creative development provide the foundation for
existing areas in many different locational settings.
[Slntertainment
Entertainment, with or without retail, is increasingly critical
to commercial environments and downtowns. Efforts
include strategically positioned FEC's, theaters, combined
retail centers, etc. Clients include some of the best known
entities in the family entertainment industry.
~ndustrial
TCG's industrial efforts have focused on creating quality
urban business parks, corridor suburban and urban "parks",
"brownfields" reuse, niche manufacturing associated with
other activity, and multi-tenant, targeted recruitment activity.
~ice
Spanning the entire country, TCG has analyzed the market
feasibility of new office development, innovative "incubator"
space, home-office opportunities, and other office situations
based on the labor pool, reversing commuting patterns, and
needs.
[Eesidential
TCG has analyzed and made suggestions with respect to
implementation of and for many downtown, waterfront, and
other strategically situated residential efforts. Marketing
plans for stagnating and declining residential areas have
also been developed.
[Eecreation
Commercial recreation often acts as an "anchor" for other
commercial activity in neighborhood and core center areas.
TCG has been in the forefront of commercial recreation,
combined with retail, office, and other development
THE CHESAPEAKE GROUP, INC.
8516 GREEN LANE. BALTIMORE. MARYLAND 21244
41 0-265-1784/(FAX)41 0-521-0480
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~ighborhood Historic Restoration
Analyzed, conceptualized, and assisted with implementation
efforts for an historic neighborhood restoration effort in a
minority community in Cambridge, Maryland.
[i>rridor Reinvestment
Provided a range of technical assistance resulting in the
creation of a multi-billion dollar revitalization effort for the
Main Street corridor and stabilization of the adjoining
Westport Square entertainment focused area of Kansas
City, Missouri.
Dnvestor Recruitment
Developed a marketing plan, implemented the plan, and
recruited new ownership for the historic former Francis
Scott Key Hotel in downtown Frederick, Maryland.
!i>wntown Anchor Activity Plan
Developed a mixed use theater, hotel, and retail proposal
for the core block of downtown in Racine, Wisconsin. Plan
preserved vistas to Lake Michigan while supporting the
"Spirit of America" concept along Main Street.
~ports Museum
Analyzed and suggested the development of a sports
themed museum for the central area of Aberdeen,
Maryland.
[iJusiness Recruitment
Provided market analysis, recruitment program for office
and retail, and organizational development to the Downtown
Management Board in Grand Rapids, Michigan.
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8516 GREEN LANE, BALTIMORE. MARYLAND 21244
41 0-265-1784/(FAX)41 0-521-0480
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liarmer's" or "City" Market
Management from analysis and design through construction
of the conversion of an abandoned historic train station to a
MFarmer's" or MCity" market in Hialeah, Florida.
[SJrownfields
Analyzed and developed concept plans for the reuse of a
200+ acre Mbrownfields" site for housing, industrial
development, commercial recreation, and passive
recreation in Kalamazoo, Michigan.
[ampowerment Center
Conceptualized the creation of
empowerment center for Cambridge,
includes cultural, performing arts,
opportunities.
a museum and
Maryland. Center
and educational
lEI & Vine Historic Restoration
Analysis and conceptualization of theme oriented
restoration of the former African-American community's
"downtown", including the national Negro League Museum
& Jazz Hall of Fame in Kansas City, Missouri.
~ighborhood Shopping Center
Analyzed, recruited anchor tenant, and assisted with
financing for the highly successful Madison Square
Shopping Center in the heart of the African-American
community in Grand Rapids, Michigan.
t!Jrban Linear Business Park
Analyzed opportunities and conceptualized development for
an urban linear business park for the Liberty Street corridor
in Winston-Salem, North Carolina. Assisted with the
establishment of a community development corporation.
THE CHESAPEAKE GROUP, INC.
8516 GREEN LANE. BALTIMORE. MARYLAND 21244
41 0-265-1784/(FAX)41 0-521-0480
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iarketing Neighborhoods & Communities
Established communities in both urban and suburban
locations have had increasing difficulty addressing stability
issues. TCG has assisted such issues by developing
pragmatic programs to reinvigorate the residential market in
locations such as Central Chesterfield County, Virginia.
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~ggressive Recruitment,
Marketing materials area essential to aggressive recruit-
ment efforts. TCG has provided materials to communities
involved in recruiting additional investment interests.
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iarketing Properties
Properties can be marketed to targeted groups of buyers
based on the probability that they will seek such properties
as investments and will reuse structures for purposes
benefiting the community, such as this example in
Frederick, Maryland.
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A comprehensive plan does not have to be presented in a
"dull" manner. This effort in Muskegon, Michigan is one
example of a plan developed in poster format.
lilan Summaries
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[Sxecutive Summaries As Marketing Pieces
Executive summaries of revitalization strategies can be
prepared in a manner that facilitates their use in marketing
efforts.
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[Eeveloping A Fresh Image
Biscayne Boulevard in Miami, Florida is just one example of
a state highway that is attempting to refocus. TCG provided
a marketing strategy to assist with creating an image that
better reflects community interests and new businesses
sought.
THE CHESAPEAKE GROUP
8516 GREEN LANE. BALTIMORE. MARYLAND 21244
41 0-265-1784/(FAX)41 0-521-0480
Marketing
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tiollective Main Street Marketing
This logo was developed for a collective marketing effort for
the eight, historic character main street communities in
Carroll County. Maryland.
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[iine Street Historic Community Restoration
This logo was developed as part of a community and
economic development program and marketing strategy
associated with an historic minority community on the
Eastern Shore of Maryland.
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Uhemed Development & Niche Marketing
Marketing and strategic development is increasingly
focused on niches. These logos were developed for a
pedestrian waterfront area and collection of restaurants in
Ft. Walton Beach, Florida.
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Dndustrial Collective
TCG has developed themed marketing and development
concepts for unique activity, including this historic reuse
cluster of industry. antiques, and industrial crafts.
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taity-Wide Marketing
Many communities need a boost or change in image to
effectively compete. The logo to the left reflects Cambridge,
Maryland's "Historic Traditions Building Great Futures..
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!iarking Promotions
What good is a program that no one knows about? These
"meter toppers", "table tents" and magnet faces were
developed as part of the "Free After Three" parking
promotion for downtown Westminster, Maryland.
THE CHESAPEAKE GROUP
8516 GREEN LANE, BALTIMORE. MARYLAND 21244
41 0-265-1784/(FAX)41 0-521-0480
Highlighted Project
Community input is a key component of the process.
Various mechanisms were employed including the
establishment of a working task force composed of
downtown and broader community interests. These
included wide distribution of prepared materials
based on examples of design elements from other
communities, workshops and other pUblic input
D'-. sess~ons, telephone survey, and internal work
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Uhe Chesapeake Group is under contract to the Town of Cary to develop town center
area design standards based on quality market opportunities, based on the belief that
form should follow function not just for individual sites but for geographic areas as well.
Cary is located to the southwest of Raleigh and just south of the Raleigh Durham
International airport in one of the fastest growing regions in terms of incomes and
population in the entire country.
The town center area involves redevelopment, preservation, and character enhancement.
TCG's work includes the development of:
./ a new sign ordinance,
./ "trailblazing" or "wayfinding" sign systems,
./ lighting recommendations,
./ streetscape recommendations, and
./ building standards.
Cary is seeking to enhance its central core through public and private physical
improvements, business recruitment activity, and expanded housing opportunities. The
design elements that are developed must be "workable" from the community's
perspective. "Workability" is based on a number of factors that include:
./ aesthetics,
./ affordability from the public sector perspective,
./ affordability from the private sector perspective,
./ common sense, and
./ the ability to stimulate consolidation of ownership of key parcels.
Clients: Town of Cary.
Contact: Jim parajon, 919-469-4029.
Year: 2000 and 2001.
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Uhe Chesapeake Group prepared consecutively both a Comprehensive Community and
Economic Development Program and a Comprehensive Plan for the City of Cambridge.
TCG had also assisted in implementation of both plans and programs by providing varied
technical assistance.
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Uhe Community and Economic Development Program, later
incorporated into the Comprehensive Plan, identified creative
but marketable Manchor" or Mcatalytic" economic development
concept projects. These included the acclaimed MLiberty
Village" concept for reuse of Pine Street and the surrounding
neighborhood; and MThe Workings", involving the creation of a
mixed industrial and craft/retail activity center, using historic
properties, existing tenants, and suggestions for new tenants.
80mmunity development components focused on stabilizing blight through demolition; in-
fill; programs oriented toward encouraging seniors to remain in their houses longer;
zoning changes to reverse, slow, and prevent subdivision of units to apartments; and
stimulation of homeownership.
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Uhe Comprehensive Plan has many components that reflect
both Cambridge and Dorchester County's desire to continue
to focus growth in the city, showing sensitivity to
environmental issues and concerns.
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aggressive annexation
provisions of public services linked to annexation
new PUD regulations and processing structure
zoning changes
varies transportation system improvements
establishment of a like system
recognition of the historic character of both physical and people aspects of the
community
development of sub-area plans for annexed properties
suggested development guidelines
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to Cambridge, including obtaining funding for implementation
of both plans.
Client: City of Cambridge.
Contacts: Commissioner O. Sanders 410-228-2250.
Years: 1996, 1997, 1998.
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Uhe Chesapeake Group under contract to the City of Richmond, prepared an economic
development strategic plan and implementation program for the federally recognized
Enterprise Community in Charleston, South Carolina.
MThe Neck", a colloquially named peninsula area, received Federal funding for TCG to
develop the plan. This Enterprise Community consisted of waterfront industrial areas,
many of which were Mbrownfields" and numerous underutilized, and under-employed and
blighted inner-city neighborhoods.
Noted as the primary goals are to:
./ Create economic and entrepreneurial
opportunities for current residents;
./ Develop a new industrial and commercial
center for business;
./ Minimize current resident displacement and
expand their role in the economic structure of
the city;
./ Expand economic opportunity;
./ Recruit regional and national corporations in the F.I.R.E. categories; and
./ Recruit light industrial and commercial businesses.
There were several inherent community
advantages providing a foundation for
producing both some immediate results and
results in the next few years, including:
./ Strong community interest;
./ Willing labor force;
./ Proximity to downtown;
./ Waterfront/access location;
./ Historic industrial heritage; and
./ Greater Charleston's quality of life.
The program included general area plans as well as site specific plans for strategic
parcels. Implementation was a key component of the program. The plan identified new
resources that could evolve that would assist in the
evolution of the Enterprise Community area.
To accomplish the economic development goals and
needs, the plan included:
Targeted business recruitment activity;
Marketing themes for community outreach and
recruitment purposes;
Entrepreneurial development activity; Etc.
Client: City of Charleston.
Contact: Patricia Crawford, Director of Housing & Community Development, 843-
724-3766.
Year: 1999, 2000 and 2001.
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Dn 1986, The Chesapeake Group undertook an initial market analysis of Aberdeen. This
effort was followed by the development of a plan for the downtown area. Since those
efforts, TCG has remained under contract to the city's Economic Development
Commission to implement analysis and plan recommendations.
-
Uhe implementation of Aberdeen's programs is very
apparent. Included have been such unique concepts as the
"Walmart Inclusion Model" and the MOne Stop Service
Center" marketing and promotion campaign.
~s defined in TCG's work, the following are just some of
that which has been accomplished through our continued
involvement:
· construction and rehabilitation of numerous downtown structures
· construction of the Ripken Family Museum
· proposal for a minor league ballpark
· the establishment of one of the most successful
downtown revolving loan funds in Maryland
· receipt of millions of dollars in pUblic giant and
private funds
· attraction of major industry through Aberdeen's
repositioning in the market
· establishment of an Enterprise Zone throughout
the entire community
· construction of Harford County's Boys and Girls Club
· designation as an All-American City
· construction of the Harford Education and Technology
Center
· preservation of the historic train station, expanded MARC
and AMTRAK service, and proposal for the development of a
multi-model transportation center
· introduction of business, special [paving], and other
streetscape elements downtown
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Client: City of Aberdeen's Economic Development Commission.
Contact: George Englesson, Former Chair, 410-272-1880, or Peter Dacey, City
Manager, 410-575-6569.
Year: 1986 through 1999.
THE CHESAPEAKE GROUP, INC.
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Uhe Chesapeake Group, in collaboration with several other design, architecture, and
engineering consulting organizations prepared a preliminary plan for downtown Racine.
TCG's work entailed detailed market analysis, a detailed marketing plan, and
development of both general and site specific recommendations with respect to land use
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Uhe process utilized included traditional planning and study
methodology, community visionary workshop as well as
Mcharrette" planning process.
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Uhe plan identified major issues as being the loss of market share, need for economic
diversity, fear of crime, a lack of affinity for downtown in the larger population, lack of
synergism, lack of 24-hour activity, and use of few assets.
fEowntown Racine has many assets that are underutilized including Lake Michigan, the
Root River, the historic district character, a history of entrepreneurial spirit, and
substantial range of retail and related services tenants.
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Uhe sustainable enhancement program calls for but was not limited to the following:
.
· neighborhood revitalization of in-town communities that
surround downtown through adjustments to education
resources, inclusion of leadership programs for youth,
increased recreational opportunities for youth through an
infusion of private resources, the introduction of
Neighborhood Housing Services, and infusion of resources
available through the Local Initiation Support Corporation
and others.
expansion of recreational opportunities along the Root River and expansion of
pedestrian systems.
creation of housing and inn along the Root River through reuse of historical
structures and in-fill.
inclusion of hosing and office development on appropriate sites.
elimination of one-way street system.
expansion and relocation of museums to core
area.
changes in parking management
relocation of public transit hub.
creation of new hotel to anchor Monument
Square, directly linked to Festival Hall, but
maintaining vistas to the lake waterfront.
business development and [recruitment] activity.
establishment of brew pub, relocation of farmer's market, and creation of indoor-
outdoor market.
creation of the Spirit of America themed retail activity focused on Main Street
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Client: Downtown Racine Corporation.
Contact: Matthew Wagner, 414-634-6002 or David Titus 414-638-6176.
Year: 1998.
THE CHESAPEAKE GROUP, INC.
Howard Kohn
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HOWARD KOHN is the President and Co-founder of TCG. Howard received his
Masters in Urban and Regional Planning from George Washington University and a Bachelor
of Arts Degree. Howard spent much of his early professional career employed by Baltimore
City, where he was instrumental in the development of one of the nation's most successful
commercial revitalization programs and public-private partnership efforts. In his role with the
City of Baltimore, he:
. conceptualized and established the commercial revitalization program, working with the
Chair of the Mayor's Small Business Advisory Commission;
. acted as the project planner for 10 revitalization projects;
. acted as the market analyst for all of the revitalization efforts; and
. performed the role of a liaison between residential and business community interests.
In addition to his involvement in the above program and as a result of his strong marketing
and planning expertise, Howard played a key role in the following representative efforts:
. the development of a work program to attract tourists to the Inner Harbor;
. the development of the City's position and program for the Inner Harbor;
. the development of a financial package for an office complex in the Inner Harbor in
Downtown;
. an analysis of the seafood industry in Baltimore and identification of potential sites for a
proposed new wholesale seafood market;
. analyses of rapid transit station areas' development potential;
. the development of the economic development component of the master plan; and
. the development of a program to create a labor intensive industrial service park in the
Park Heights community. (The Park Circle Industrial Park is now a successful State
Enterprise Zone.)
Howard was also employed as an economic analyst for Baltimore County for several years.
During that tenure, he:
. developed market analyses and concept plans for commercial revitalization areas;
. assisted with the economic development component of two master plans for the
County;
. developed economic forecasts for Owings Mills and White Marsh town center areas;
and
. assisted with the development of plans for light rail and rapid rail transit station areas.
Howard has or was:
. lectured on marketing and economic development at the George Washington
University, the University of MD., Johns Hopkins University, the U. of Baltimore, and
Towson State University; and
· received national recognition for his marketing and development work by the
International Downtown Executives Association, National Council for Urban Economic
Development, the Small Business Administration, the American Planning Association,
the Omicron Delta Epsilon International Honor Society in Economics, etc.
. the former Co-Chair of the Neighborhood Economic Revitalization Committee of
National Center for Urban Ethnic Affairs;
. the past President of the Maryland Downtown Development Association; and
. the past Treasurer of the Maryland Downtown Development Association.
THE CHESAPEAKE GROUP, INC.
8516 GREEN LANE. BALTIMORE. MARYLAND 21244
41 0-265-1784/(FAX)41 0-521-0480
Jack Luft
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JACK LUFT is a Registered Landscape Architect and Certified member of the,
American Institute of Planners. Jack is a critical component of the recently formed
The Chesapeake Group's Florida Planning and Design Division and brings to TCG
over thirty years of high level professional planning and design experience.
Jack is the former Director of the Miami Department of Planning, Development &
Asset Management, having had responsibilities for:
· Comprehensive Planning;
· Community Planning;
· joint public-private development of public properties;
· management of property assets and leases;
· GIS information;
· historic preservation; and
. zoning.
During his tenure in the public sector in Miami, projects authored by Jack include the:
· 1990 Downtown Miami Master Plan;
· Watson Island Master Plan;
· Virginia Key Master Plan;
· Downtown Miami Waterfront Master Plan;
· Metrorail Station Area Master Plan;
· Dinner Key Strategic Redevelopment Plan;
· Coconut Grove Master Plan;
· Latin Quarter Specialty Center Development Plan; and
· Edison Park Housing/Renewal Plan.
Jack is an expert witness for zoning and development processes.
Jack has been or is also a Florida AlP Awards Judge, the Vice Chair of the Miami
Beach Design Review Board, and a member of the Governors Bicycle Council in
Florida.
Since becoming affiliated with TCG, Jack has coordinated planning and design
assistance in Coral Springs, Florida, site planning and design aspects of efforts for
Liberty Street in Winston-Salem, North Carolina, transit station site evaluation in
Tacoma, Washington, etc.
THE CHESAPEAKE GROUP, INC.
8516 GREEN LANE, BALTIMORE, MARYLAND 21244
41 0-265-1784/(FAX)41 0-521-0480
Matthew Schwartz, AICP
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MATTHEW SCHWARTZ, AICP, is a key member of The Chesapeake
Group's Planning and Design Division, located in Florida. Matthew was the
Executive Director of Miami's Downtown Development Authority (DDA) for six
years from 1988 through 1994. The DDA is a semi-autonomous agency with a
budget of almost $1.3 million. As the Executive Director, Matthew was involved
with:
. liaison work with civic and business organizations;
. planning and coordination of public/private joint development
ventures;
. business development activities; and
. planning of residential development throughout the diverse
downtown residential market.
Prior to his DDA position, Matthew also was the Senior Planner and Chief of
Advance Planning for the City of Miami's Planning Department, from 1971 through
1982, and the Deputy Director of the City of Miami's Department of Development,
from 1983 through 1988. In the latter position, he managed three community and
economic development projects, including Southeast Overtown/Park West
Redevelopment and the Omni Redevelopment Project. Efforts with the City
included:
. the acquisition of $30 million in real estate;
. construction of 1,000 moderate income residential units;
. securing public sector grant funds; and
. developing or updating small area and the City's
comprehensive plan.
Prior to his association with The Chesapeake Group, for three years Matthew was
the Vice President of the Planning and Development Division of a medium-sized,
national planning and engineering consulting firm.
Matthew received his Masters Degree in Urban and Regional Planning from the
University of Wisconsin (Mellon Fellow) and his Bachelors in Geography from State
University of New York (Honors Program.
THE CHESAPEAKE GROUP, INC.
8516 GREEN LANE, BALTIMORE, MARYLAND 21244
41 0-265-1784/(FAX)41 0-521-0480
Kurt A. Kugelberg
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KURT A. KUGELBERG received his B.S. Degree from Illinois Institute of
Technology in Chicago and his Masters in Urban-Environmental Studies from
Rensselaer Polytechnic Institute. Kurt has been or is an appointed member of the
Maryland Greenways Commission and the Maryland Forward Environmental Task
Force. He is also a Board Member of the Neighborhood Design Center and is active
in the Maryland Chapter of the American Planning Association. Kurt is also the
current Co-Chairman of the Baltimore Chapter of Lambda Alpha International.
For over twenty years Kurt was employed by Baltimore County. During his tenure
with both the Office of Planning and Zoning and the Department of Permits and
Development Management, Kurt held progressively responsible positions ranging
from and including: Recreation, Park and Open Space Planner; the chief of the
Capital Program Section; the chief of the Legislative Writing Section; and the
Assistant to the Zoning Commissioner.
During his public sector experience, Kurt authored or had primary responsibility for
the development of many publications. The publications include, but are not
necessarily limited to:
· Baltimore County Development Management Policy Manual
· Baltimore County Zoning Commissioner's Policy Manual
. Capital Budget and Five Year Capital Program
. Annual Report to the County Executive on the Water and
Sewerage Plan Amendment Petitions
. Amendment to Provisions of the Baltimore County Code relating
to Historic and Architectural Preservation
. Proposed Amendments to the Baltimore County Development
Regulations relating to parks and open space
THE CHESAPEAKE GROUP, INC.
8516 GREEN LANE, BALTIMORE, MARYLAND 21244
41 0-265-1784/(FAX)41 0-521-0480
Jim Janas & Libby Arcia-Hird
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JIM JANAS
Jim Janas has spent his entire professional career as a community and business
organizer and economic development professional. For three years, Jim was the
Director of Neighborhood Economic Revitalization for the Washington-based non-profit
National Center for Urban Ethnic Affairs. During that tenure:
· established neighborhood based revitalization efforts;
· provided technical assistance to hundreds of communities throughout the
country;
· assisted with implementation of a revolving loan funds and other incentives;
and
· developed neighborhood economic development corporations; etc.
In addition to his role with that organization, Jim spent:
· ten years as the Executive Director of the Liberty Communities Development
Corporation, a business based organization, having responsibilities for
marketing, planning, organizational development, financing, business
expansion and recruitment;
· three years as the Midwestern Regional Coordinator for the Volunteers in
Service to America (VISTA);
· three years as the Executive Director and organizer for the Human Action
Community Organization in Harvey, Illinois;
· several years as the Staff Director for the Milwaukee East Organization
Congress; and
· two years as Staff Director of the United Southside Community Organization in
Indianapolis, Indiana.
LIBBY ARCIA-HIRD
Libby Arcia-Hird has been associated with The Chesapeake Group, Inc. for the past
thirteen years. She has:
· had primary responsibility for managing staff associates and supervision of
data collection;
· acted as Project Manager for TCG efforts associated with Biscayne Boulevard
in Miami, the Wynwood community commercial revitalization effort and the 36111
Street transit station area development in Miami, Wealthy Street in Grand
Rapids, North and Charles Streets and Leonardtown in Maryland; and
· interviewed thousands of business, property owners, and government officials.
Prior to her involvement with TCG, Libby was:
· the Assistant Director and Director of the Federation of Hispanic Organizations
of Metropolitan Baltimore; and
· a Program Analyst for the former Mayor's Office of Manpower Resources in
Baltimore.
THE CHESAPEAKE GROUP, INC.
8516 GREEN LANE, BALTIMORE, MARYLAND 21244
41 0-265-1784/(FAX)41 0-521-0480
Debra Shaffer
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DEBRA SHAFFER received her Masters Degree in Community Planning in
1979 from the University Maryland.
In 1992, Debbie began her tenure with The Chesapeake Group, Inc. Since
becoming involved with the firm, Debbie has been involved on a part-time basis with
tabulations and data collection for telephone, patron, and other surveys in a host of
areas.
Prior to joining TCG, Debbie was a Research Analyst for another economic analysis
consulting firm. In this capacity, she:
. performed market analyses related to various types of uses -
office, industrial, institutional, and residential - for publiC and
private clients;
. participated in all aspects of the work effort, including
demographic analyses and preparation of projections for future
demand;
. performed field surveys of residential and non-residential
development in suburban and urban settings;
. interviewed office space and apartment owners, various small
business owners, real estate brokers, residential and commercial
builders, etc.; and
. wrote reports.
Prior to her private sector experience, Debbie worked for the Baltimore County Office
of Planning and Zoning where she assisted in the analysis and coordination of
revitalization projects, including the Liberty Action Plan and other public-private
partnership efforts.
THE CHESAPEAKE GROUP, INC.
8516 GREEN LANE, BALTIMORE, MARYLAND 21244
41 0-265-1784/(FAX)41 0-521-0480
NON-COLLUSION AFFIDAVIT
I, iJ, ~ C/, .e';""Lf ~4.. k~ C...c. "'f . T,."c.., ;1/~_...Qofthe city
I ~~h"-l
of 13_ L -t I'K'> ,'_ according to law on my oath, and under penalty of perjury,
depose and say that;
I) I am ---rh e. (~< S ccf'<';> " ~ CloC..; f I I ,.Ie , the bidder making the Proposal for
the project described as follows: "
PROFESSIONAL SERVICES TO PREPARE LAND USE NEEDS
PROJECTIONS, POLICIES, AND REGULATIONS FOR
NONRESIDENTIAL DEVELOPMENT IN THE FLORIDA KEYS
2) The prices in this bid have been arrived at independently without collusion, consultation,
communication or agreement for the purpose of restricting competition, as to any matter relating to such
prices with any other bidder or with any competitor;
3) Unless otherwise required by law, the prices which have been quoted in this bid have not been
knowingly disclosed by the bidder and will not knowingly be disclosed by the bidder prior to bid opening,
directly or indirectly, to any other bidder or to any competitor; and
4) No attempt has been made or will be made by the bidder to induce any other person, partnership
or corporation to submit, or not to submit, a bid for the purpose of restricting competition;
5) The statements contained in this affidavit are true and correct, and made with full knowledge that
Monroe County relies upon the truth of the statements contained in this affidavit in awarding contracts for
said project
STATE OF M^y y ( A-"'~-e.
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COUNTY O~ -'L L..(. '--'v'~
/ (Signature of Bidder)
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DATE
PERSONALLY APPEARED BEFORE ME, the undersigned authority,
~ \ ~ C;; ~ who, after first bcing sworn by me, (oame of individual signing)
a l\~er signature in the space provided above on Ibis
__ ' duyof Sl{r1~ ,200 ( .
My commission expires:
SWORN STATEMENT UNDER ORDINANCE NO. 10-1990
MONROE COUNTY, FLORIDA
ETIDCS CLAUSE
Vh ~ Cks 't'<<-)(:. C-~L'<r X~C:
warrants that he/it has not employed, retained
or otherwise had act on his/its behalf any former County officer or employee in violation of
Section 2 of Ordinance No. 10-1990 or any County officer or employee in violation of
Section 3 of Ordinance No. 10-1990. For breach or violation of this provision the County
may, in its discretion, terminate this contract without liability and may also, in its discretion,
deduct from the contract or purchase price, or otherwise recover, the full amount of any fee,
commission, percentage, gift, or consideration paid to the former County officer or employee.
~~~)
c'----- (signature)
Date: s..A~ r
/ /
STATE OF
COUNTY OF
PERSONALL Y APPEARED BEFORE ME, the undersigned authority,
JI., u..l ct rJ ~ l.b~ who, after first being sworn by m~ed hislher
signature (name of individual signing) in the space provided above on this day of
My commission expires:
DRUG-FREE WORKPLACE FORM
The undersigned vendor in accordance with Florida Statute 287.087 hereby certifies that:
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(Name fBusIness)
1. Publish a statement notifying employees that the unlawful manufacture, distribution, dispensing, possession,
or use of a controlled substance is prohibited in the workplace and specifying the actions that will be taken against
employees for violations of such prohibition.
2. Inform employees about the dangers of drug abuse in the workplace, the business's policy of maintaining a
drug-free workplace, any available drug counseling, rehabilitation, and employee assistance programs, and the
penalties that may be imposed upon employees for drug abuse violations.
3. Give each employee engaged in providing the commodities or contractual services that are under bid a copy
of the statement specified in subsection (1).
4. In the statement specified in subsection (1), notify the employees that, as a condition of working on the
commodities or contractual services that are under bid, the employee will abide by the terms of the statement and
will notify the employer of any conviction of, or plea of guilty or nolo contendere to, any violation of Chapter
893 (Florida Statutes) or of any controlled substance law of the United States or any state, for a violation
occurring in the workplace no later than five (5) days after such conviction.
5. Impose a sanction on, or require the satisfactory participation in a drug abuse assistance or rehabilitation
program if such is available in the employee's community, or any employee who is so convicted.
6. Make a good faith effort to continue to maintain a drug-free workplace through implementation of this section.
As the person authorized to sign the statement, I certify that this firm complies fully with the above requirements.
- 7 ----~
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Bidder's Signature
,! /10/0 I
Date I I