HomeMy WebLinkAbout07-21-08 Special Called Regular Meeting of the Development Corporation Board of Directors
2
MINUTES OF THE SPECIAL CALLED REGULAR MEETING OF THE DEVELOPMENT CORPORATION
BOARD OF DIRECTORS
July 21,2008
1. Call to order
President Pat Muston called the meeting to order at 6:00 p.m.
Members Present: Love, Muston, Engelken, Clausen, and Beasley
Members/Officers Absent: Matuszak and Moser
Staff Present: City Manager Ron Bottoms, Assistant City Manger John Joerns, Assistant City Secretary
Sharon Harris, Assistant City Attorney Clark Askins, and Economic Development Coordinator Gretchen
Larson.
Others Present: Patricia Clark, Councilmember John Black and Mayor Porter
2. Consider approval of minutes of Special Called Meeting of the La Porte Development Corporation Board of
Directors, held on July 7, 2008 and Special Called Meeting of the La Porte Development Corporation Board
of Directors held on July 1,2008.
A motion was made by Board Member Beasley to approve the Minutes of July 7, 2008 of the Special Called
Meeting of the La Porte Development Board with corrections and minutes of the Special Called Meeting of
the La Porte Development Corporation Board of Directors of July 1, 2008. The motion was seconded by
Board Member Engelken. The motion carried.
Ayes: Love, Muston, Engelken, and Beasley
Nays: None
Abstain: Clausen abstained from the minutes of the Special Called Regular Meeting held on July 7,2008.
Absent: Matuszak and Moser
3. Receive presentation by Economic Alliance and Avalanche Consulting for City-Wide Economic Development
Strategic Plan
Project Director Chad Burke with the Economic Alliance provided a presentation on the roles and
responsibilities of the Alliance as a liaison between Avalanche Consulting and the community. (See Exhibit
A).
Amy Holloway with Avalanche Consulting provided a presentation for a City-Wide Economic Development
Strategic Plan. (See Exhibit B).
4. Consider approval or other action authorizing city staff to enter into contract negotiations with Avalanche
Consulting to develop City-Wide Economic Development Strategic Plan.
Economic Development Coordinator Gretchen Larson made the presentation and recommendation and
answered questions of the Board.
Motion was made by Board Member Love to authorize city staff to enter into contract negotiations not to
exceed $125, 000.00 with Avalanche Consulting to develop a City-Wide Economic Development Strategic
Plan as recommended by Ms. Larson. The motion was seconded by Board Member Clausen. The motion
carried.
Ayes: Love, Muston, Clausen, and Beasley
Nays: Engelken
Abstain:
Absent: Matuszak and Moser
5. Consider setting a date for the La Porte Development Corporation Board of Directors meeting for the month
of September 2008.
President Pat Muston advised staff to contact board members and confirm the next meeting date for the
middle of September.
6. Announcements! Administrative Reports
Economic Development Coordinator Gretchen Larson reminded the board members of the next meeting to
be held on August 4, 2008 at 6:00 p.m.
7. Board Comments
Board members Engelken let the board members know he did not have a problem with the selection of
Avalanche Consulting only the pricing. There were no other comments from Board members.
8. Adjournment
The meeting was duly adjourned at 7:00 p.m.
~~~~UhV
Sharon Harris,
Assistant City Secretary TRMC
Exhibit A
Economic Alliance Project Roles &
Responsibili'ties
Project liaison between, Aval'anch,e Consul.tin~ and
Community,:
../ Assist in identifying meeting and focus group participants
../ Assist in identifying and securing meeting locations
../ Assist in scheduling' meeting times
../ Effect invitations to meetings
../ Provide steering committee member suggestions
EconO~lIiance
Houston Port Region
Economic Allii'ance Roles &
Responsibilities
ProJect Liaiison between Avalanche Consulti:n~, and
Commuinit'l:
Provide insight on information and reports to review and consider
pertaining to LaPorte's community, economy, industry, etc.
Distribute survey (if necessary)
.;' Provide Avalanche feedback / critique on reports prior to final, release
.;' Assist in maintaining project momentum and schedule
Econo~lIiance
Houston Port Region
Exhibit B
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. Econoll1ists La Porte's Core Team:
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. Facilitators Jon Hockenyos
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· Temple EDC
· Research Valley Partnership, Brazos County
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· McKinney
· San Antonio
· Kerrville
· Grapevine
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· San Francisco
· Charleston
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· Orlando
· Coahuila, Mexico
· Portugal
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- Economic Assessment
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- Implementation Guide
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Agenda Date Requested: 7/31/2008 Budeet
Requested By: Grph'hpn T ,ar~nn Source of Funds:
Department: City M~Rll~er/EDC Account Number:
Report: Resolution: Ordinance: Amount Budgeted:
- -
Exhibits: Contract with Avalanche Consulting Amount Requested:
REQUEST FOR LPEDC BOARD AGENDA ITEM
SUMMARY & RECOMMENDATION
At the meeting of July 21 the Board received a report from the staff of Avalanche Consulting
and the Economic Alliance regarding their role in the city-wide economic development
strategic plan. After the presentation the Board authorized staff to proceed to negotiations
with Avalanche and complete a contract for review and consideration for the 8-4 meeting.
The selection committee met with Amy Holloway, CEO of Avalanche, to discuss areas were
we felt that current and/or prior studies might be utilized to reduce their research time thereby
potentially resulting in an overall cost savings to the Board. As a result of those discussions
Amy has realigned her initial proposal price from $119,500 to $116,000 a copy of which is
attached to this request along with a letter explaining her rational for the numbers. The travel
expenses remained the same at a price of not to exceed $3,500.
As was mentioned on July 21, typically the plan will need to be tweaked and adjusted over
time. Therefore, staff would like to ask that the Board to keep in mind the idea of establishing
a long term relationship with Amy and her team for updates to the plan as we move forward if
you are pleased with the initial plan. We feel that they will do an outstanding job for the City
and know that continuity in the review and tweaking of the plan over time is best
accomplished with the same team. Recommended updates and reviews should happen at
approximately 3,5, and 7 years and can be adjusted as needed. We will of course return with
this recommended plan of action for the Boards consideration during future budget cycles as
appropriate.
As a reminder the budget adjustment not to exceed $125,000 has already been approved by
the Board and confirmed by City Council at their meeting of July 14. We will update the
Council as to your actions at their meeting and request expenditure of the funds if in fact you
authorize us execute the contract with Avalanche on 8-4.
Hi Gretchen,
First of all, I appreciate your sharing information about other initiatives in La Porte. I
took everything into consideration and have found two areas where we can reduce our
price:
. The Alliance's SWOT analysis will contribute a portion to our SWOT analysis,
and therefore I am willing to take $1000 off the cost of ours, lowering the price
from $6500 to $5500. The Alliance's SWOT cannot substitute for ours however.
Theirs will cover the strengths and challenges of the City's ability to
organizationally support economic development. Our SWOT will cover a broader
range of topics. All City attributes, from organization to workforce, quality of
life, infrastructure, and business policies issues will be reviewed as they relate to
the needs of La Porte's target audiences. Strengths become selling points in the
marketing plan. Challenges become areas of focus in the community
development action plan. Opportunities and threats form tactics. We cannot
outsource this portion to anyone else because it's such a critical contributor to
the action plan.
. The Northstar survey and the Alliance's survey of city leaders will both cover a
few of the questions that we would normally include in our community survey.
If these groups are willing to share their survey results with us, we will reduce
the cost of the survey by $1500, taking the cost down from $10,000 to $8,500.
The Community Development/Marketing Action Plan was also reduced by
$1,000.
With these three reductions, the total price of the project will be $116,000.
A few other notes:
. The Buxton report contains very little data that we can work with. It uses
Buxton-branded classifications of demographic sectors that do not align with
our data sources. We will consider their findings in our target audience
analysis, but it does not save time in our process.
. The Alliance's Workforce and Transportation Task Force members will be good
resources for us - people we can interview to get a picture of the issues in the
region - but they do not offer any specific tactics that can immediately be folded
into La Porte's strategy.
. Travel time. One way to cut costs is to reduce the amount of face time (travel)
the City has with the consulting team. Preparing for and going on trips is an
expensive part of a strategic plan, especially when you're engaging consultants
with daily rates of $1000-$2000. Our time visiting with you is built into our
pricing. My subs have said that the only way they can cut their cost is by
eliminating a trip or two. I strongly recommend against this - as your time with
them will be one of the most valuable parts of this project.
. I understand that the City may be investing in a lifestyle - retail development in
the near future. Our economic analysis will provide the City with data that will
inform the investment decision as well as 'sell' La Porte to real estate
developers. Just wanted to mention that.
In conclusion, I understand this is a large investment for the City. I can promise you
that at the end of the process, you will know that you got your money's worth. You are
paying for one of the best professional teams in the country. Please let me know if you
have any additional questions.
Amy
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AVALANCHE CONSULTING, INC.
CONTRACT FOR PROFESSIONAL SERVICES
THIS AGREEMENT FOR PROFESSIONAL SERVICES made and entered
into this _ day of ,2008, by and between AVALANCHE CONSULTING,
INC. (the "Contractor"), a for-profit corporation, and the CITY OF LA PORTE,
TEXAS (the "Client").
In consideration of the mutual promises and obligations hereinafter set forth,
the parties hereto agree as follows:
I. Scope and Schedule of Work.
A. The CONTRACTOR agrees to perform those services described in its
proposal to the CLIENT, dated May 27. 2008, and titled "RFP #08510
Economic Development Strategic Plan for the City of La Porte, Texas."
B. All obligations and services of the CONTRACTOR undertaken pursuant to
this agreement shall be performed diligently and completely in accordance
with CONTRACTOR'S usual and customary professional standards of
conduct and performance.
C. All work shall begin August 18, 2008 and be satisfactorily completed no later
than 8 months after the contract start date. The time period for performance
shall be extended by the amount of time that the CONTRACTOR is unable to
proceed because of a delay solely attributable to the CLIENT, provided that
the CONTRACTOR advises CLIENT of the delay as soon as is practicable.
II. Compensation and Payment.
A. The total compensation to be paid the CONTRACTOR for services provided
shall be $116,000 excluding expenses that for the CLIENT will not to exceed
$3,500. Such payment shall be the total compensation for all work performed
under this agreement, including labor, but excluding expenses such as
materials and supplies and travel expenses.
B. The CONTRACTOR shall be paid $34,750 (one-half of the cost of the Step 4
Action Plan) price upon execution of this contract. The remaining payment
schedule will be as follows:
· $31,000 plus to-date expenses will be due upon CONTRACTOR's
successful completion of Project Set-Up, Step 1 (Background) and
CLIENT's receipt of all Project Set-Up and Step 1 deliverables
1601 D West 6th Street Ii\@ Austin, TX 78739 II 512-472-1555 phone !Ii 512-233-2937 fax
www.avalancheconsulting.netllllinfo@avalancheconsulting.net
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.. $10,000 plus to-date expenses will be due upon CONTRACTOR's
successful completion of Step 2 (Economic Mix / Target Audiences)
and CLIENT's receipt of all Step 2 deliverables
.. $5,500 plus to-date expenses will be due upon CONTRACTOR's
successful completion of Step 3 (SWOT Analysis) and CLIENT's
receipt of all Step 3 deliverables
.. $34,700 (one-half of Step 4 Action Plan) plus to-date expenses will be
due upon CONTRACTOR's successful completion of Step 4 (Action
Plan) and CLIENT's receipt of all Step 4 deliverables
The CONTRACTOR shall submit an original written invoice with necessary
and appropriate documentation.
c. The CLIENT may withhold payment to the CONTRACTOR for any work not
completed to the CLIENT's satisfaction within two cycles of revisions and for
which the CLIENT notifies CONTRACTOR in writing of such problems along
with a reasonable time to cure such deficiency. Such withholding shall last
until such time as the CONTRACTOR modifies such work to the reasonable
satisfaction of the CLIENT as set out in the written notice.
III. Termination of Agreement.
A. The CLIENT may suspend this agreement, at its discretion, upon 10 days
advance, written notification to the CONTRACTOR. Such notice shall indicate
the anticipated period of suspension. Any reimbursement for services or
expenses incurred up to the date of suspension will be due upon notification.
The CONTRACTOR shall resume performance of services under this
agreement without delay when the suspension period ends.
B. Neither party shall be considered to be in default in the performance of this
agreement to the extent that performance is prevented or delayed by any
cause that is beyond the reasonable control of the affected party. Both parties
shall provide the other with written notices of default and provide a
reasonable opportunity to cure such default.
C. Either party may cancel this agreement at any time provided the cancellation
is provided in writing. All payments would be due for work completed up to
the date of cancellation. All work completed up to the date of cancellation
would be provided to the CLIENT.
1601 D West 6th Street IlI\ Austin, TX 78739 IlI\ 512-472-1555 phone m 512-233-2937 fax
www.avalancheconsulting.netminfo@avalancheconsulting.net
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IV. Contract Administration and Management.
A. The City of La Porte, Texas, will have primary responsibility for administering
and approving services to be performed by the CONTRACTOR.
B. Any and all notices affecting or relative to this agreement shall be effective, if
in writing and delivered or mailed, postage prepaid, to the respective party
being notified at the address listed with the signature of this agreement. The
parties may communicate by email regarding status of the project, but email
correspondence will not be accepted that pertain to the substantive
agreements or conditions of the parties hereunder.
C. The CONTRACTOR will provide the CLIENT with monthly written reports
pertaining to the work and services undertaken pursuant to this agreement.
D. The CONTRACTOR and CLIENT shall comply with all applicable federal,
state, and local laws, ordinances, rules, and regulations.
E. The CONTRACTOR shall not assign, subcontract, delegate, or transfer any
obligation, interest, or claim to or under this agreement and stated in the
CONTRACTOR's proposal dated May 27, 2008 or for any of the
compensation due hereunder without the prior written consent of the CLIENT.
V. Independent Contractor Status.
A. The CONTRACTOR is and shall be at all times during the term of this
agreement an independent contractor and not an employee of the CLIENT.
B. The CONTRACTOR acknowledges that it is responsible for the payment of all
charges and taxes applicable to the services performed under this
agreement, and the CONTRACTOR agrees to comply with all applicable laws
regarding the reporting of income, maintenance of insurance and records,
and all other requirements and obligations imposed as a result of the
CONTRACTOR'S status as an independent contractor.
C. This agreement shall be for the sole benefit of the parties hereto, and nothing
contained herein shall create a contractual relationship with, or create a
cause of action in favor of, a third party against either party hereto.
1601 D West 6th Street I!Ii Austin, TX 78739 I!Ii 512-472-1555 phone !W 512-233-2937 fax
www.avalancheconsulting.net!Winfo@avalancheconsulting.net
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VI. Indemnification.
A. The CONTRACTOR specifically assumes potential liability for actions brought
by the CONTRACTOR'S own employees against the CLIENT, solely for the
purpose of this indemnification and defense. Likewise, the CLIENT assumes
potential liability for action brought by the CLIENT's own employees against
the CONTRACTOR.
B. These indemnifications shall survive the termination of this agreement.
C. A waiver or failure by either party to enforce any provision of this agreement
shall not be construed as a continuing waiver of such provisions, nor shall the
same constitute a waiver of any other provision of this agreement.
VIII. Nondiscrimination.
The CONTRACTOR agrees to take all steps necessary to comply with all
federal, state, and City laws and policies regarding nondiscrimination and
equal employment opportunities. The CONTRACTOR shall not discriminate in
any employment action because of race, religion, color, national origin or
ancestry, sex, gender identity, sexual orientation, age, marital status, familial
status, or the presence of any sensory, mental or physical handicap.
IX. Conflict of Interest.
No officer, employee, or agent of the CLIENT, nor any member of the
immediate family of any such officer, employee, or agent as defined by
applicable Texas state law, shall have any personal financial interest, direct or
indirect, in this agreement, either in fact or in appearance. The
CONTRACTOR shall comply with all federal and state conflict of interest
laws, statutes and regulations. The CONTRACTOR represents that the
CONTRACTOR presently has no interest and shall not acquire any interest,
direct or indirect, in the CLIENT organization which will conflict in any manner
or degree with the performance of the CONTRACTOR'S services and
obligations hereunder.
X. Interpretation and Venue.
A. Texas law shall govern the interpretation of this agreement.
B. If one or more of the clauses of this agreement is found to be unenforceable,
illegal or contrary to public policy, the agreement will remain in full force and
1601 D West 6th Street ill Austin, TX 78739 ill 512-472-1555 phone ill 512-233-2937 fax
www.avalancheconsulting.netillinfo@avalancheconsulting.net
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effect except for the clauses that are unenforceable, illegal or contrary to
public policy.
C. This agreement constitutes the complete and final agreement of the parties,
replaces and supersedes all oral and/or written proposals and agreements
heretofore made on the subject matter, and may be modified only by a writing
signed by both parties.
IN WITNESS WHEREOF the parties hereto have executed this Agreement as of
the day and year first written above.
Accepted and agreed to by:
AVALANCHE CONSULTING, INC. (the "CONTRACTOR"):
Amy Holloway, President & CEO
Date:
CITY OF LA PORTE, TEXAS (the "CLlENT"):
Ron Bottoms, City Manager
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Date:
1601 D West 6th Street l!I Austin, TX 78739 ill 512-472-1555 phone II 512-233-2937 fax
www.avalancheconsulting.netlllinfo@avalancheconsulting.net
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PROPOSED BUDGET AND TIMELlNE
Project Set-Up
Step 1: Background
Step 1.1: Review Prior Studies and Research
Step 1.2: Economic Assessment
Step 1.3: Develop, Launch, Analyze Survey
Step 2: Economic Mix / Target Audiences
Step 3: SWOT Analysis
Step 4: Action Plan
Step 4.1: Community Development / Marketing Action Plan $34,000
Step 4.2: Master Plan Review and Recommendations $9,000
Step 4.3: Development Policy Review and Recommendations $9,000
Step 4.4: Main Street Business Action Plan $12,500
Step 4.5: Implementation Guide $5,000
TOTAL
$ 3,000
$ 4,500
$15,000
$ 8,500
$10,000
$5,500
$116,000
Our pricing is based on a blended hourly rate of $125. Expenses may include:
airfare, hotel accommodations, and meals for the Consulting Team during its trips to
La Porte, as well as printing and production costs. The cost of communication,
survey, and other project management tools is included in this estimate, as well as
data collection through Avalanche and its team members' existing subscriptions to
research sites.
The project is estimated to require 6 months to complete with a schedule as follows:
Month 1
Month 2
Months 1-3
Months 2-3
Month 3
Months 2-3
Months 3-4
Month 4
Month 4
Months 4-6
Month 5
Month 6
Month 6 or 7
Consulting engagement begins
Project Set Up and Trip 1 (Interviews, Focus Groups)
Economic Assessment
Community Survey
Trip 2 (Present Economic Assessment and survey results)
Review Development Policies and Master Plan
Economic Mix / Target Audience
SWOT Analysis
Trip 3 (Deliver SWOT Analysis and Economic Mix)
Develop Economic Development Strategy
Trip 4 (Present preliminary recommendations)
Deliver Final Economic Development Strategy
Trip 5 (Present final Strategy)
1601 D West 6th Street iIII Austin, TX 78739 iIII 512-472-1555 phone !!!I 512-233-2937 fax
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Proposal
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RFP #08510
ECONOMIC DEVELOPMENT STRATEGIC PLAN
CITY OF LA PORTE, TEXAS
CONSULTING
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1601 D VVest 6th Street
Austin,Texas 78703
(512) 472-1555
amy@)avaiancheconsulting.net
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TABLE OF CONTENTS
Letter 2
Project Understanding 3
Study Approach 5
Project~anager.nent 14
Qualifications 19
Proposed Budget and Timeline 27
References 28
Appendix 29
City of La Porte Signed Proposal Documents
PROPOSAL: ECONOMIC DEVELOPMENT STRATEGIC PLAN FOR THE CITY OF LA PORTE. RFP #08510
May 27, 2008
City of La Porte
2963 North 23rd Street
La Porte, Texas 77571
Dear City of La Porte Leaders,
Avalanche Consulting, Inc. is very pleased to submit this proposal for strategic planning services to
the City of La Porte. We have assembled a highly experienced team with a long history of success
in economic analysis, urban design, strategic planning, marketing, and public policy consulting. We
believe we are the best suited team in the nation for addressing the City's unique combination of
opportunities and emphasis on quality of place.
During this six-month process, we will develop a 5-Year Economic Development Strategic Plan for
the City of La Porte. It will contain an economic assessment, community survey. target audience
profiles, SWOT analysis, community development and marketing action plans, master plan review
and recommendations, development policy review and recommendations, a Main Street Business
District action plan, and an implementation guide.
The following proposal describes our project understanding, scope of services, and qualifications.
We thank you for your consideration, and look forward to answering any questions you might have
about our team or our approach.
Sincerely.
Amy Holloway, President and CEO
Avalanche Consulting, Inc.
PROPOSAL: ECONOMIC DEVELOPMENT STRATEGIC PLAN FOR THE CITY OF LA PORTE. RFP #08510
2
PROJECT UNDERSTANDING
The City of La Porte views economic
development in a broader context than
traditional industry recruitment. The City's
stated objectives reflect its commitment to
'quality of place' - a longer-ranging and more
comprehensive approach to development. At
the core of this commitment is smart planning
that will have long-lasting effects on the City's
ability to recruit and retain talent. It requires
development policies that ensure growth is of a
high quality and aligns with the City's long-term
vision.
What is 'Quality of Place'?
High quality places:
· Offer natural, recreational, and lifestyle amenities
· Allow citizens to balance work and leisure
Provide a wide diversity of career opportunities
· Radiate a sense of place and authenticity
Accommodate active lifestyles
· Have accessible arts. shopping, and entertainment
· Care about the quality of natural resources
Foster a diverse and progressive population
Support creativity and innovation
It is proven that communities whose emphasis
is on quality of place generate substantially
greater job growth, business investment, and tax generation over the long-term horizon. Talented people
and businesses are naturally drawn to these communities. These places buzz with energy; have thriving local
businesses, and inspire their residents and visitors alike. Concentrating on quality of place is among the best
approaches to economic development, though it comes with a caveat. Cities adopting this approach must
also be patient. It sometimes takes decades before the full return is realized.
HOW THIS PROJECT IS DIFFERENT
A traditional economic development strategy contains the following components: economic analysis,
public input, target industry identification, SWOT analysis, and an action plan that covers community
development, marketing, and implementation.
The approach we recommend for La Porte goes beyond a traditional development strategy. The
Strategic Plan we envision for La Porte will contain an economic development strategy plus three
additional sections:
(1) Recommendations for adapting the City's Master Plan to account for future economic conditions
(2) Recommendations for updating the City's development policies to create an even more liveable city
(3) Recommendations for enhancing the City's Main Street Business District to generate an energetic
downtown environment
We have customized our team based on the unique needs of this project to include the nation's top experts
on issues that matter most to the City.
PROPOSAL: ECONOMIC DEVELOPMENT STRATEGIC PLAN FOR THE CITY OF LA PORTE. RFP #08510
3
PROJECT UNDERSTANDING, continued
Avalanche Consulting, Inc. will serve as your project leader and has a wealth of national
and international strategic planning and community marketing experience. Avalanche knows the
Houston region well. Within the region, the firm has developed strategies and studies for the:
Greater Houston Partnership, Bay Area Houston Economic Partnership, Downtown Houston
Management District, CenterPoint Energy, City ofBaytown, Fort Bend County, Sugar Land,
Missouri City, and numerous studies for the Economic Alliance Houston Port Region.
TXP is a national expert in solving complex economic and public policy problems. TXP is
heavily involved in place-making strategies, particularly projects focused on talent
recruitment, arts, and culture. Clients include the cities of San Francisco, Charleston, New
Orleans, and numerous Texas towns to nanle a few.
Gateway Planning is a community planning firm that melds the disciplines of town planning,
urban design, architecture, economic development and public-private partnerships to elevate quality
oflife in its client communities. Gateway has crafted plans and policies for some of the nation's
progressive cities, including McKinney, Charlotte, and Austin.
WHYffiRE US?
The Strategic Plan we will develop for the City of La Porte will be original, targeted, and based on national
best practices. Our team's experience and approach is unique and well-suited for La Porte:
. We know the Houston port region: We have managed strategic plans and consulted numerous
communities in the Greater Houston area. We understand local and regional economic trends, the
petrochemical industry, and quality of life issues affecting communities in the Houston port region.
. We are skilled economic development strategists: Our individual team members each have 15+ years
of experience specifically managing and writing economic development strategies for communities across
the U.S. We will not use junior staff people to manage or write La Porte's strategy.
· We are urban design and policy experts: We have developed master plans for downtowns, urban cores,
neighborhoods, universities and fast-growing suburban growth corridors. We bring those master plans
to life with form-based urban codes and CC&Rs that both elevate quality oflife and, at the same time,
harness the market's ability to deliver profitable and sustainable communities.
. We're nice folks: The strategic planning process requires a client and a consultant to spend a lot of time
together. It may sound silly to say, but there's no ego standing between us and our clients. You can trust us
to work in an upbeat, respectful, and collaborative manner with your local residents and businesses.
PROPOSA L: ECONOMIC DEVELOPMENT STRATEGIC PLA N FOR TH E CITY OF LA PORTE. RFP #08510
,
'-;
STUDY APPROACH
Avalanche Consulting's economic development planning model is a dynamic process that incorporates
information and inputs from a variety of sources. There are no preconceived ideas or predefined answers.
Avalanche uses a series of key questions to guide the overall process:
How is La Porte's economic and demographic position unique?
What are the key drivers of the local and regional economies?
What vision do local officials, businesses, and residents have for economic development?
What is La Porte's ideal development mix and who are the City's target audiences?
What community and policy changes will make La Porte a better place for its audiences?
How can La Porte's historic downtown become a vibrant community core?
What specific steps should La Porte take to build target audience presence in the City?
How much should the City budget for economic development in the next five years?
How can the City track and measure its progress?
The strategy that we create for La Porte will address the questions above and offer recommendations for
addressing the community's development challenges. The planning process will consist of a project set-up
phase and five steps.
PROJECT SET UP
At the start of the project, Avalanche will establish the systems needed to efficiently manage and maintain
momentum throughout the project. In our extensive strategic planning experience, we have found that
efficient project management and open communication greatly contributes to a project's success.
Avalanche's proven account management system involves a mix of in-person meetings, conference calls, and
Web applications to efficiently facilitate communication. Our proven system allows us to keep projects on
track, on time, and on budget.
To begin, we will work with the City and the Economic Alliance Houston Port Region (EAHPR) to
identify the types of individuals and organizations that should comprise a 10-15 member Project Steering
Committee. The Steering Committee will serve as Avalanche's sounding board, meeting with our team
during visits to the region, reviewing Avalanche's deliverables, and sharing ideas. Avalanche will provide
the City and EAHPR with a Steering Committee invitation letter that can be e-mailed to prospective
participants. The letter will specify the responsibilities of the Steering Committee and its members.
We also ask the City to assign one staff member to be its internal project manager and our team's primary
point of contact. Avalanche's president, Amy Holloway, will serve as the project manager and point person
throughout the entire project.
PROPOSAL: ECONOMIC DEVELOPMENT STRATEGIC PLAN FOR THE CITY OF LA PORTE. RFP #08510
STUDY APPROACH, continued
Next, we will work with the City to establish a project milestones calendar. The calendar will specify
the dates of all trips and meetings, delivery of findings, and delivery of draft and final reports.
We will establish a system and schedule for communicating on a regular basis. We will set up a project
management website utilizing the online application Basecamp (www.basecamphq.com). The
Basecamp service offers password protected access to participants, such as Steering Committee
members. It supplies a live chat board function, message posting, and storage for online file sharing. It
will allow Avalanche to communicate with the City, EAHPR, and Steering Committee between visits to
the region.
We will schedule bi-monthly conference calls with the City's project manager and other key players.
During the calls, we will provide updates, discuss upcoming action items, and answer questions. In
addition, we will provide the City with written status reports on a monthly basis.
During the project, we will utilize an online survey tool, such as QuestionPro, to develop and distribute
the community questionnaire. Electronic surveys are much faster to administer and offer on-the-spot
analysis, which makes the process of public input significantly easier.
STEP 1. CONDUCT SITUATIONAL ASSESSMENT
Step 1.1: Information Review
Avalanche Consulting will request that the City of La Porte provide us with copies of previous strategic
plans and studies, including the City's Master Plan. We will review these studies as well as marketing
materials and websites related to economic and community development in the city. The City will receive
a Data Request that outlines the information that will be helpful in our process, such as:
Copies of past economic development, planning, and marketing strategies
The City's Master Plan
Planning and zoning policies
Historic district programs
Main Street requirements
Information about Barbour's Cut and Bayport facilities as well as the new cruise terminal
Information about the general aviation airport
Information about the City's branding initiative and preliminary findings
Data on the city's economy, major employers, and industry trends
Copies of recent news articles related to development in the city
The City's economic development budget for the past 3 years
A list of the City's major economic and community development activities
Helpful reports, studies, and strategies produced by other organizations in the region
PROPOSAL: ECONOMIC DEVELOPMENT STRATEGIC PLAN FOR THE CITY OF LA PORTE. RFP #08510
6
STUDY APPROACH, continued
Step 1.2: Economic Assessment
Combined with the public input we receive in Step 1.3) research conducted during this phase of the
project will influence La Porte's economic mix, SWOT Analysis, and the Strategic Plan.
The economic assessment will present economic data for both the City of La Porte and the
Houston MSA. This snapshot will provide an insightful and necessary baseline against which future
economic development performance can be based. We will cover economic trends related to population)
workforce) education) industry composition) land use, infrastructure) public policy) and quality of life.
We will examine trends affecting the Houston MSA's economy, and reveal how those trends could affect
the southeast portion of the Gulf Coast and the city of La Porte.
In addition, we will ask the Steering Committee to help us identify three benchmark cities that are
included in this assessment. Benchmarking La Porte's economic performance against other communities
will further clarify the city's strengths and challenges.
Avalanche will utilize a variety of state and national databases to perform its assessment. We will deliver
whatever data is necessary and available to support recommendations in the Strategic Plan.
Step 1.3: Community Input
We don't believe in closed-doors and instead prefer to integrate the community as much as possible in
the planning process. The greater the level of community involvement) the more likely the Strategic Plan
is implemented and produces results. Avalanche's ability to facilitate positive community dialogue is
second to none.
Within a few weeks of the contract starting date, our team will travel to La Porte to lead the first Steering
Committee meeting and interview local stakeholders. Using an interview guide) Avalanche will seek
input from a variety of perspectives including individual business owners) public officials) and other
local organizations concerned with economic development. In addition to the members of the Steering
Committee) we anticipate interviewing and conducting small focus groups with 15-20 local stakeholders
during this initial trip) including representatives from:
City and County Government
La Porte City Council
La Porte Independent School District
San Jacinto Community College
La Porte City Council
La Porte Economic Development Corporation
La Porte Planning and Zoning Commission
La Porte Redevelopment Authority / Tax Increment Refinance Zone
La Porte Zoning Board of Adjustment
La Porte Main Street Advisory Boards
PROPOSAL: ECONOMIC DEVELOPMENT STRATEGIC PLAN FOR THE CITY OF LA PORTE. RFP #08510
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STUDY APPROACH, continued
La Porte - Bayshore Chamber of Commerce
Private business leaders
La Porte retailers
La Porte real estate development firms
Interview and focus group topics will be customized for each audience. For example, interviews with
LPISD and San Jacinto College will concentrate on workforce development. Interviews with Planning
and Zoning Commission members and local real estate developers will focus on the effectiveness of
current development policies.
After the initial round of interviews and focus groups, we will revisit specific individuals on an as-needed
basis to gather additional information in their particular areas of expertise. Additional interviews may
occur during future trips to the region or via telephone.
Avalanche Consulting will extend our qualitative
assessment of La Porte by launching a public survey of
La Porte citizens and businesses. The questionnaire will
contain no more than 20 questions. Instead of using
a predefined set of questions, we will customize the
survey based on issues that arise during our first round
of interviews and focus groups, as well as the economic
and demographic assessment. We will ask the City
and Steering Committee to review the survey prior to
launching it.
Avalanche's Survey Success
A va/anche has a history of highly
successful surveys:
Northwest North Carolina (8-counties)
1 400 survey responses
Charleston, South Carolina (3-counties)
550 survey responses
Santa Fe, New Mexico (l-county)
1 ,350 survey responses
We have a strong methodology for soliciting input and
assisting a client with collecting responses. The survey
will be made available in both print and electronic
format using QyestionPro software. Steering Committee
members and the EAHPR will be given tools - including
flyers, a survey website, and press releases - to promote the survey within the community. Two versions
of the survey will be made available - one for businesses and one for residents. The survey will be
live for 2-3 weeks. The surveying process requires around 6 weeks to complete, beginning with survey
formation and promotion, implementation, and concluding with analysis and reporting of results.
Houston Port Region (4-counties)
400 survey responses
We will work closely with the EAHPR to schedule all community input activities.
PROPOSAL: ECONOMIC DEVELOPMENT STRATEGIC PLAN FOR THE CITY OF LA PORTE. RFP #08510
:3
STUDY APPROACH, continued
Step 1 Deliverables:
Summary of public input, including interviews, focus groups, and the community survey
. Economic snapshot of the City, examining demographic trends, economic growth and major
employers
. Comparison of the City's performance and current economic conditions against Houston MSA and
state trends
The Economic Snapshot and summary of public input will comprise two chapters of the Economic
Development Strategic Plan.
STEP 2: DETERMINEECONOMlCMlX
As stated in the RFP, one of the City's objectives for this project is to determine the best economic mix
for the City of La Porte. Most economic development strategies contain a list of 'target industries' -
specific business sectors on which to focus community improvement and marketing initiatives.
While the Strategic Plan we develop for La Porte could include target industries, they will be only one
portion of the City's total economic mix. The City has a broader view of economic development - one
that recognizes that quality of place, tourism, small business growth, and retail are just as significant to a
community's success as industrial recruitment.
Avalanche's team members share La Porte's view of economic development. We emphasize community
development - downtown revitalization, entrepreneurship, place-making, workforce development - as a
foundation for sustainable long-term economic growth. A higher quality city will ultimately generate
a more diverse tax base for the City, which will in turn afford future community improvements.
In this step of the project, we will examine all of La Porte's potential audiences and recommend the best
mix of opportunities for accomplishing the City's goals. Based on the RFP, we understand that these
audiences may include industry and manufacturing, but could also include professional support
firms, retailers, tourists, entertainment venues, festivals, young professionals, entrepreneurs, real
estate developers, and municipal airport users.
Among La Porte's largest opportunities is the business and tourism activity that will be sparked by
Barbour's Cut and the new cruise terminal. We will devote a special section to solely examine target
audiences related to these facilities.
PROPOSAL: ECONOMIC DEVELOPMENT STRATEGIC PLAN FOR THE CITY OF LA PORTE. RFP #08510 9
STUDY APPROACH, continued
Step 2 Deliverables:
Description of La Porte's ideal economic mix, listing specific audiences
. Written profiles of La Porte's prime target audiences} their preferences} and La Porte's top selling
points for each
These elements will comprise one chapter of the Economic Development Strategic Plan
STEP 3: CONDUCT SWOT ANALYSIS
Target audience selection will take into consideration the City's strengths} weaknesses} opportunities}
and threats. Strengths become the City's selling points and weaknesses the areas to improve upon
through community development activities. Opportunities reveal which audiences and strategic
advantages that the City may not be currently pursuing. Threats are external forces that could impede the
City's economic development efforts and need to be protected against.
Performing this type of SWOT analysis is a standard component of any economic development
planning exercise. While these assessments do provide valuable information about past trends} they
are most useful when contrasted against the needs of the City's target audiences. The SWOT Analysis
and Economic Mix portions of this project go hand-in-hand} and we will work on the two steps
simultaneously. The SWOT will help us identify and eliminate potential target audiences. Once the
ideal economic mix is established, we will revisit the SWOT, fine tuning it in relation to the specific needs
of each audience. Target audiences and the SWOT will drive the recommendations contained in the
Strategic Plan.
Step 3 Deliverables:
· Inventory of the City's current assets and challenges based on both qualitative and quantitative
research
· SWOT graphic and written description of each strength, weakness} opportunity, and threat
The SWOT Analysis will be one chapter within the Economic Development Strategic Plan
STEP 4: WRITE ACTION PLAN
Avalanche will write an Action Plan that details the activities of the City of La Porte and other
community leaders over the next five years. The Action Plan is the portion of the overall Economic
Development Strategic Plan that contains recommendations. It will include the following:
PROPOSAL: ECONOMIC DEVELOPMENT STRATEGIC PLAN FOR THE CITY OF LA PORTE. RFP #08510
o
STUDY APPROACH, continued
Step 4.1 Community Development and Marketing Action Plan
The Strategic Plan will next contain recommendations aimed at moving the City forward through 2013.
Recommendations will be described in detail and given start dates along a S-year calendar. The Action
Plan will contain the following components:
Vision and Mission - Avalanche will review the City's current economic development vision and
mission statement, and recommend revisions based on the input we receive during the project.
. Goals - Together with the City and Steering Committee, Avalanche will recommend goals for
5-year campaign. The recommendations and action items contained in the Strategic Plan will tie
back to these goals.
. Community Development Action Items - "Community development" refers to activities that
improve the City of La Porte's "product:' They make La Porte a better city in which to live and do
business. In general, improvements are needed to bridge the gap between target audience needs
and the community's assets. This section of the Strategic Plan will enumerate the City's top local
development issues and specify the City's and other local organizations' roles in addressing those
needs. Action items may cover topics such as:
. Workforce and Education. Working with LPISD, San Jacinto College, and local employers,
we will identify issues in workforce development and offer recommendations for better aligning
programs with the needs of La Porte's target audiences.
· Infrastructure. Infrastructure recommendations address changes to transportation,
telecommunication, physical land / buildings, and utility infrastructure needed to support La
Porte's target audiences. This section will include tactics related to the general aviation airport.
· Business Climate. Business climate recommendations include adjustments to regulations,
development processes, business costs, taxes, incentives, and inducements for the purpose of
making La Porte a friendlier place for its target audiences to do business.
· Quality of Place. QIality of place recommendations relate to improvements in quality of life
assets (arts, culture, entertainment, recreation, urban design) that will make La Porte a better
environment for living and working.
Note: Three quality of place and business climate topics - the City's Master Plan, development
policies, and the Main Street Business District - will be pulled from this section of the Strategic Plan
and addressed in greater detail within their own separate sections (see Steps 4.2,4.3, and 4.4).
---.------"-"-.~--~~--------------------.-..-,-~.,------~__~____,______~___.,.".~_____'__n.'~__..,_____~
PROPOSAL: ECONOMIC DEVELOPMENT STRATEGIC PLAN FOR THE CITY OF LA PORTE. RFP #08510
11
STUDY APPROACH, continued
. Internal Marketing Activities - "Internal marketing" refers to communications initiatives that the
City and other local organizations should undertake to improve overall collaboration among local
leaders. Successful economic development campaigns have a foundation of local support from business
executives, residents, educators, public officials, and even local media. This section of the Plan will
set forth a 5-year calendar of activities aimed at enhancing the ability of the community to work
together to promote economic development. It will also include tactics aimed at retaining and growing
local businesses.
. External Marketing Activities - "External marketing" refers to all activities aimed at communicating
La Porte's value to target audiences located outside of the city. External marketing results in the
attraction and creation of jobs, which is a stated goal of the City of La Porte. This section of the
Strategic Plan provides tactics for attracting La Porte's desired target audience mix into the City.
We will recommend practical applications of La Porte's new brand identity in the marketing process. The
exact activities will depend on the City's goals, target audiences, strengths, weaknesses, staff and budget
resources.
Step 4.2: Master / Comprehensive Plan Review and Recommendations
We will conduct an in -depth review of the City's Master Plan and offer recommendations for adapting it to
changes in goals, target audience mix, and local and regional economic forces.
Step 4.3: Development Policies Review and Recommendations
We will review current City development policies and regulations. In this review, we will determine
how well they align with La Porte's desired economic mix. We will recommend changes to policies and
regulations to foster an environment in which La Porte's target audiences will thrive.
We will examine existing zoning district regulations and policies affecting development and redevelopment
of the City. We will recommend revisions as necessary to support La Porte's target audience mix.
Finally, we will consider how historical preservation policies can be improved to further enhance quality of
life in La Porte. We will determine how City leaders and other local organizations can leverage participation
in regional heritage tourism programs and public art venues.
Step 4.4: Main Street Business District Action Plan
We will examine the possibility of redeveloping the Main Street District to include South Broadway from
Main Street along to its intersection with Fairmont Parkway. We will offer recommendations on whether this
extension should take place, and what steps need to be taken to do so. In addition, we will review the current
Main Street Program and provide tactics aimed at strengthening the program. We will gauge community
PROPOSAL: ECONOMIC DEVELOPMENT STRATEGIC PLAN FOR THE CITY OF LA PORTE. RFP #08510 12
STUDY APPROACH, contineud
support for the Program in the community survey (Step 1), and use this input to guide our advice.
The tenants of the Texas Main Street Program will be reviewed and incorporated as needed into the
recommendations in this section of the Strategic Plan.
While this section will contain recommendations for making directional decisions about the Main Street
Business District, it will not provide illustrative or architectural renderings of what the future Main Street
will look like.
Step 4.5: Implementation Guide
This final section of the Strategic Plan will guide the City and local organizations in implementing actions
described in Steps 4.1 - 4.4. It will include:
. Performance Metrics - The implementation guidelines will include a system for monitoring
progress over the 3-year campaign. Metrics will tie back to the goals that we set in the beginning
of the Plan - increased prospect activity, improvements to local infrastructure, or improved business
retention, for example.
. TaskAssignments - The implementation guidelines will assign primary and secondary
responsibility for each action item to the City and other local organizations involved in economic
development.
. Resources and Funding - The implementation guidelines will conclude with a list of the resources
and budget needed to implement the 3-year campaign. We will examine potential for promotion
assistance through tax policies and economic development incentives. We will recommend the
best tools for funding development. This tool kit could include: property and sales tax incentives,
tax abatements and TIFs, Public hnprovement Districts, Freeport Exemptions, Foreign Trade Zones,
380 Agreements, Enterprise / Empowerment Zones
In addition, this section will list which marketing tools will be required to effectively implement
the Strategic Plan and a budget for each.
Step 4 Deliverables:
A complete Action Plan containing: Community Development and Marketing Action Plan (4.1),
Master Plan Review and Action Plan (4.2), Development Policy Review and Action Plan (4.3) Main
Street District Action Plan (4.4), and hnplementation Guidelines (4.5).
· The complete Economic Development Strategic Plan, which bundles the Action Plan with
deliverables completed in earlier steps of the project: Economic Assessment (1.2), Economic
Mix Analysis (2.0), SWOT Analysis (3.0), and summary of public input (1.3).
PROPOSAL: ECONOMIC DEVELOPMENT STRATEGIC PLAN FOR THE CITY OF LA PORTE. RFP #08510
:5
PROJECT MANAGEMENT
Avalanche customizes our project team based on the needs of
our clients. We serve as a client's single point of contact and
communication for every step of the process. Our partners, TXP and
Gateway Planning Group, are high quality, senior consultants in the
fields of community planning, economic analysis, strategic planning,
and public policy.
The project team we have assembled for the City of La Porte is highly
specialized in economic development, marketing, public policy, and
place making. We offer a powerful team of experts who promise
to provide the City with a level of personal attention difficult to
find in large companies. Our expertise spans beyond the services
of a traditional economic development consultancy. Our rich
experience in these areas means that the course of action we
recommend to the City of La Porte will actually work - our tactics
are realistic, tested, and can be successfully implemented.
Avalanche, TXP, and Gateway Planning have a long history of
working together. Our most recent team proj ect (2007) was to write
an Economic Development Strategy for Kerr County and the City of
Kerrville, Texas. Much of the strategy focused on the redevelopment
and revitalization of Kerrville's historic downtown. In addition to the
Strategy, the team introduced the client to a real estate developer who
has now acquired the Kerrville's historic Shriner Hospital and plans to
restore the building as a mixed use residential complex.
Project Team:
Roles and Areas of Expertise
Amy Holloway
Project Management
Community Input
Marketing Communications
Strategic Planning
Jon Hockenyos
Economic Mix / Targeting
Development Policy
Strategy Development
Funding Sources
Travis James
Economic Analysis
Community Input
Economic Mix / Targeting
Strategy Development
Scott Polikov
Master Plan Review
Development Policy
Main Street District
Strategy Development
Jayashree Narayana
Urban Design
Comprehensive Planning
Zoning
Code-Based Form Development
We guarantee that the City of La Porte will be working with highly
experienced professionals every step of the way. Each team member
we have assembled for this project has a minimum of 15 years of
experience in their fields. Our senior team will be on-the-ground for
every trip, personally conducting all public input, analysis, reviews, and writing the Strategic Plan.
Avalanche Consulting will serve as the project's single point of contact, and its president, Amy
Holloway, will serve as the project manager. The table on this page lists the project team members
and the areas of expertise that they contribute to this project. Biographical information for each
person is provided on the following pages.
No personnel substitutions will occur without prior approval from the Business Council.
PROPOSAL: ECONOMIC DEVELOPMENT STRATEGIC PLAN FOR THE CITY OF LA PORTE. RFP #08510
4
PROJECT MANAGEMENT, continued
MANAGEMENT AND REPORTING
Details about Avalanche Consulting's project management process are provided in the "Project Set Up"
description on page 5. To review:
We will utilize a mix of personal, telephone, and Internet systems for ensuring open
communication and efficient project management from beginning to end. Our system is tried and
true.
At the beginning of the project, we will establish a Project Steering Committee that is responsible
for providing input and reviewing deliverables. We will meet with the Steering Committee during
each of our trips to La Porte.
We will ask the City to assign a staff member or associate to serve as our primary point of contact
throughout the project.
A project milestones calendar will be developed at the beginning of the proj ect to establish travel
dates, draft, and final report deadlines.
We will schedule bi-monthly conference calls with City / project leaders in which we provide
project updates, discuss upcoming action items, and answer questions.
We will provide the City with written progress reports on a monthly basis.
We will establish a project management website utilizing Basecamp software. Each proj ect team
member will be provided with a user name and password to the website. The Basecamp service
offers password protected access to participants, such as Steering Committee members. It supplies a
live chat board function, message posting, and storage for online file sharing.
We will present draft reports to the City and Steering Committee, and allow up to two rounds of
revisions, prior to finalizing each report.
QUALIFICATIONS OF SENIOR CONSULTANTS
Amy Holloway, President, Avalanche Consulting
Roles: Client Point of Contact, Team Manager, Public Input, Strategy Development
amy@avalancheconsulting.net
Amy Holloway is the President and CEO of Avalanche Consulting, a strategic planning firm
headquartered in Austin, Texas. She founded the firm in 2005. The firm's clients have included the
PROPOSAL: ECONOMIC DEVELOPMENT STRATEGIC PLAN FOR THE CITY OF LA PORTE. RFP #08510
15
PROJECT MANAGEMENT, continued
Greater Houston Partnership, Team Texas, the Economic Alliance Houston Port Region, Southeast
Coahuila, and the Metro Orlando EDC to name a few.
Ms. Holloway has nearly 15 years of experience in economic development planning and marketing.
During her consulting career, she has led focus groups and interviews with thousands of people.
From 1996-2005, Ms. Holloway served as Senior Project Manager and then Vice President of
AngelouEconomics. While there, Holloway wrote dozens of economic development and marketing
strategies, including plans for: Charleston; Santa Fe; Metro Orlando; Baytown; Greater Binghamton;
Northwest North Carolina; Cleveland; the State of Texas; and the Texas Workforce Commission.
Between 2000 and 2002, she managed AngelouEconomics' European office in Germany. where her
clients included the promotion agencies of the Czech Republic, Portugal, and Carinthia, Austria.
Before joining AngelouEconomics, Ms. Holloway was an economist for Nobel Prize nominated Dr. M.
Ray Perryman at The Perryman Group. In 2005, she was a business development manager for industrial
deSign-build firm Gray Construction.
Ms. Holloway resides in Austin, Texas, where she serves on the boards of the Austin State Hospital and
Catalyst 8/ The Long Center for the Performing Arts. She is a 2007 graduate of Leadership Austin's
Emerge program. Her B.B.A. and M.S. degrees in economics are from Baylor University.
Jon Hockenyos, Managing Director, TXP
Roles: Policy Review, Strategy Development, Funding Advice
jon@txp.com
Jon Hockenyos has had a life-long interest in economics and public policy. Following stints as an aide to
a member of the British Parliament and work on a Senatorial campaign in his home state ofDlinois, Mr.
Hockenyos founded TXP while attending the LBJ School of Public Affairs at the University of Texas at
Austin in 1987. Since then, TXP has successfully completed hundreds of proj ects for a wide variety of
clients, with a strong record of on-time, on-budget delivery.
Along with serving as Managing Director of the firm, Mr. Hockenyos makes numerous public
presentations and speeches, has served as a resource witness on a variety of issues for a large number of
city councils, state legislatures, and the U.S. Congress, and is widely quoted by both print and electronic
media.
Mr. Hockenyos received a Bachelor of Arts in Philosophy from the University of Illinois and Masters of
Public Affairs from the LBJ School of Public Affairs, where he has taught as an Adjunct Professor. He also
served on the interim Board of Directors for Capital Metro (the Austin area transit authority), and is the
current President of the Board of Directors of Hyde Park Theatre in Austin.
PROPOSAL: ECONOMIC DEVELOPMENT STRATEGIC PLAN FOR THE CITY OF LA PORTE. RFP #08510
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PROJECT MANAGEMENT, continued
Travis James, Economist, Director, TXP
Roles: Economic Assessment, Economic Mix and Audience Selection, Strategy Development
travisjames@)txp.com
Travis James has worked with TXP since 2001. Currently, Mr. James leads the firm's efforts in economic
impact and cost-benefit analysis, community development planning, and special projects. While at TXP,
Mr. James has conducted dozens of economic and fiscal impact studies. As part of this work, Mr. James
has assessed the economic and fiscal impact of a number of high profile companies including BASF,
ConocoPhillips, Dow Chemical, Home Depot, Texas Instruments, and Toyota Motor Corporation. Mr.
James also has experience analyzing tourism-related projects in California, Connecticut, Florida, and
Texas.
Prior to joining TXP, Mr. James worked at ExxonMobil in the global information systems technology
division in Washington, D.C. His duties required lengthy international travel to South America, Europe,
and Asia in order to develop and support large-scale global systems solutions. Mr. James also spent five
years as a project manager at AngelouEconomics, where he worked on numerous economic development
studies in Arlington, Texas; Orlando, Florida; Jefferson Parish (New Orleans), Louisiana; and El Paso,
Texas.
Mr. James holds a Bachelor of Arts degree in Economics from the University of Texas at Austin. He also
received a Bachelor of Science in Computer Science from Texas State University. Mr. James has attended
economic impact modeling training sessions conducted by U.S. Bureau of Economic Analysis. Mr. James
received an M.B.A. degree from St. Edward's University in 2007.
Scott Polikov, Principal, Gateway Planning Group
Roles: Master Plan Review, Policy Review, Main Street Tactics, Strategy Development
scott@)gatewayplanning.com
Mr. Polikov provides town-planning services to both public and private sector clients, working with
communities, local governments, state agencies, universities and developers to facilitate growth in mixed-
use pedestrian-friendly patterns. Through his firm, Gateway Planning, he has developed master plans for
downtowns, urban cores, neighborhoods, universities and fast-growing suburban growth corridors. He
brings those master plans to life with form-based urban codes that both elevate quality of life and, at the
sanle time, harness the market's ability to deliver profitable and sustainable neighborhoods.
Mr. Polikov has served on the respective governing boards of Austin's regional transit authorit}'J Capital
Metro, and the region's metropolitan planning organization, "CAMPO," as well as continuing his long-
standing work on regionalism and rail transit with the Austin-San Antonio Corridor Council. Nationally.
he is active in the Congress for the New Urbanism and serves as an associate member of the Citistates
Group, founded by Neal Peirce. Internationally. he serves on the advisory board for the Prague Institute
PROPOSAL: ECONOMIC DEVELOPMENT STRATEGIC PLAN FOR THE CITY OF LA PORTE. RFP #08510
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PROJECT MANAGEMENT, continued
for Global Urban Development. His firm's work has received multiple awards, including the North
Central Texas Council of Government's Excellence in Development Award for Sustainable Design and
the national Form-Based Codes Institute Inaugural Driehaus Award for Best Form-Based Code, and has
been featured in Urban Land, the magazine of the American Planning Association, and Planning, the
magazine of the American Planning Association.
Mr. Polikov received a Bachelor of Business Administration from the University of Texas, aJuris Doctor
from the University of Texas School ofLaWj and a Master of Science in Community and Regional
Planning from the University of Texas School of Architecture.
Jayashree Narayana, Project Manager, Gateway Planning Group
Roles: Urban Design, Comprehensive Planning, Zoning and Form-Based Code Development
jay@)gatewayplanning.com
Ms. Narayana joined the Gateway Planning team in the fall of2007 to provide planning and urban design
support to the town planning work undertaken by the firm. Her current work at Gateway Planning
includes preparing physical master plans and developing new market-based form-based and mixed use
zoning districts for Downtowns, Greenfield, and infill sites.
Prior to joining the Gateway Planning team, Ms. Narayana worked at various local governments in the
States of Texas, Kentucky. and North Carolina. During her 6 years of employment with the City of
Southlake, Texas, she was instrumental in the creation of the Downtown Zoning District regulations and
associated design guidelines to facilitate the development of Southlake Town Square as the community's
downtown with a mix of retail, office, entertainment, and residential uses. In addition, she was the lead
planner working on Southlake 2025 Plan, the city's 2005 comprehensive plan update and associated
ordinance amendments including creation of new mixed-use and conservation subdivision zoning
districts to implement the Plan. Many of the projects led by Ms. Narayana have been recipients of State
and Local planning awards including Texas AP A Current Planning and Comprehensive Planning Awards
and Midwest Texas AP A awards.
Prior to moving to Texas, Ms. Narayana was employed by the Louisville Development Authority
(LDA), City of Louisville, Kentucky. At LDA, Ms. Narayana worked on various projects involving
neighborhood, corridor, and downtown planning including urban design and zoning recommendations
including the creation of the city's first traditional neighborhood zoning district.
Ms. Narayana has a Bachelor's Degree in Architecture from the University of Bangalore, India, a
Master's Degree in Urban and Regional Planning from Virginia Tech, and a Master's Degree in Business
Administration from University of Texas at Arlington. Ms. Narayana is a member of the American
Planning Association (APA), American Institute of Certified Planners (AlCP), and the Congress for
the New Urbanism (CNU). She currently serves as the President of the Midwest Section of the Texas
Chapter of APA.
PROPOSAL: ECONOMIC DEVELOPMENT STRATEGIC PLAN FOR THE CITY OF LA PORTE. RFP #08510
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QUALIFICATIONS
This section provides a historical overview of the three firms that form the project team. For each firm,
we provide a written overview and a list of clients. The section begins with Avalanche Consulting, and is
followed by TXP and Gateway Planning Group in that order.
ABOUT AVALANCHE CONSULTING
Avalanche Consulting, Inc. is an economic development consulting firm that was established in 200S.
We develop targeted economic development strategies for communities and plan and manage marketing
campaigns. Our products are tools rather than lengthy written reports, offered either a la carte or as a
complete package and tailored to the client's needs. The firm has a remarkable record of repeat business
and long-term relationships. We attribute this to our dedication to customer service and quality work.
Avalanche and its partners are experts in their fields helping economic developers answer their most
pressing questions: What are my community's competitive advantages? Which audiences should
we target? What specifically should we do to attract them to our community? What's the right mix
of development to ensure that our residents and businesses are well-served in the long run? What
can we do to create a sense of place and provide a high quality of life for our residents? We not only
provide strategies that address these issues, but we also provide the tools needed to implement our
recommendations.
Avalanche's President and CEO, Amy Holloway, is a national expert on the topic of economic
development strategic planning. She has nearly 15 years of experience managing economic development
planning processes and writing strategic plans. Amy has worked with dozens of communities across the
U.S. and Europe, for both large and small, urban and rural communities. She has a friendly, approachable
personality that shines in projects that involve high levels of public participation.
Avalanche is located at:
1601 D West 6th Street
Austin, Texas 78703
(512) 472-1555 phone
(512) 233-2937 fax
www.avalancheconsulting.net
Avalanche's Clients
Since it was established in 2005, Avalanche Consulting, Inc. has provided strategic planning and
marketing assistance for the following clients:
Bay Area Houston Partnership, 2005 - Aerospace industry sales strategy
Brazos County Exposition Complex, 2008 - Marketing strategy and impact analysis
CenterPoint Energy, 2006 - Economic development workshops for Houston area communities
PROPOSAL: ECONOMIC DEVELOPMENT STRATEGIC PLAN FOR THE CITY OF LA PORTE. RFP #08510
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QUALIFICATIONS, continued
CenterPoint Energy, 2007 - Website planning seminar for the Economic Development Dept.
City of Taylor, Texas, 2007 - Annual Strategic Plan
City of Taylor, Texas, 2008 - Annual Strategic Plan
City of Taylor, Texas, 2007 - Economic Impact Assessment of East Williamson County Park
Development Advisors Inc., 2007 -present - Marketing strategy and campaign management
for site selection consultancy
Economic Alliance Houston Port Region, 2006 - Impact analysis of Project Stars
Economic Alliance Houston Port Region, 2007 - Petrochemical industry quality of life survey
Economic Alliance Houston Port Region, 2008 - Petrochemical industry hiring needs survey and forecast
Greater Houston Partnership / Development Counsellors International, 2006 - Marketing
strategy and internal communications plan
Harris County, Texas, 2006 - RFP development for hiring an economic development strategy
Houston Downtown Management District, 2006 - Sales strategy
Kerr County / Kerrville Economic Development Foundation / TXP, 2007 - Marketing and
economic development strategy
Lubbock Economic Development Alliance / AngelouEconomics, 2006 - Website copywriting
Metro Orlando Economic Development Commission, 2006 - Web analytics
Research Valley Partnership, 2006-2007 - Website storyboard and copywriting
Southeast Coahuila, Mexico, 2007-2008 - Regional asset evaluation and marketing mission
organization) prospecting
Taylor Economic Development Corporation, 2006 - Website copywriting and trade show
exhibit
Taylor Marketing Team, 2007-2008 - Marketing workshops and campaign management
Team Texas, 2006-2007 - Marketing campaign management and event
Temple Economic Development Corporation, 2006-2007 - 5-year Marketing Strategy
Tri-Cities, Washington / AngelouEconomics, 2005 - Marketing Strategy
Upstate South Carolina Alliance (Greenville-Spartanburg), 2008 - Marketing Review and Strategy
PROPOSAL: ECONOMIC DEVELOPMENT STRATEGIC PLAN FOR THE CITY OF LA PORTE. RFP #08510
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QUALIFICATIONS, continued
As a consultant and executive with AngelouEconomics from 1996-2005} Amy Holloway served as lead
project manager and architect of economic development and marketing strategies for communities like:
Charleston, South Carolina Regional Development Alliance, 2004 - Comprehensive economic
development strategy
City ofBaytown, Texas, 2004 - Comprehensive economic development strategy
City of Missouri City, Texas, 2003 - Site evaluation and targeted economic development plan
City of Santa Fe, New Mexico, 2004 - Comprehensive economic development strategy
City of Sugar Land, Texas, 2003 - Site evaluation and economic development plan
CzechInvest, 2002 - Site evaluation and semiconductor recruitment plan
Dell, Compaq, and Intel, 1997 - Business climate analysis of Texas and 13 other U.S. States.
Fort Bend County, Texas, 2003-2004 - Site evaluation
Greater Binghamton, New York, 2002 - Comprehensive economic development strategy
Greater Cleveland Partnership, 2003 - Workforce development coordination strategy
ICEP, Portugal's Trade and Tourism Office, 2000-2001- Site evaluation and semiconductor
recruitment
Metro Orlando Economic Development Commission, 1999 - Economic development strategy and
technology recruitment plan
Northwest Piedmont Council of Governments (North Carolina), 2003 - Comprehensive economic
development strategies for an 8-county region
State of Texas, Office of the Governor, 1998 - Economic development strategy
Texas Workforce Commission, 1998-1999 - Marketing strategy
Technologieland Karnten (State of Carinthia, Austria), 1998 - 2000 - Semiconductor recruitment
plan and campaign management
PROPOSAL: ECONOMIC DEVELOPMENT STRATEGIC PLAN FOR THE CITY OF LA PORTE. RFP #08510
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QUALIFICATIONS, continued
ABOUT TXP
TXP is an economic analysis and public policy consulting firm founded in 1987 in Austin, Texas. Since
then, TXP has grown into a team of professionals whose diverse backgrounds allow us to craft customized
solutions to client problems. Our clients have discovered that TXP is the firm to hire when there is not an
immediate, obvious, or simple solution to their economic or public policy challenge. Our reputation for
having the right people to analyze issues from a variety of perspectives has made TXP the firm to call first
for professionals in the public sector and business arenas. In addition to drawing on the expertise of our firm
members, we regularly partner with urban planning, engineering, and public policy firms - as well as Ph.D.s
in varying disciplines - to put together teams uniquely suited to our clients' needs.
TXP has worked with a wide range of not-for-profits and private sector clients to provide illumination
through analytical support, always with a strategic view of the big picture. Members of TXP are involved in
the community and understand the challenges faced by an increasingly complex world, as heightened media
attention and an ever more diverse set of stakeholders shine a brighter spotlight on public decision-making
and public policy.
TXP's Clients
Over the past 20 years, various public and private sector organizations have retained TXP to analyze a wide
variety of economic and community development trends. A representative list of recent consulting projects
related to this proposal follows.
The Mayor's Taskforce on the Economy
City of Austin, Texas
TXP served as project consultant to Austin's efforts to set economic development policy related to traditional
industry recruitment, small business development, and cultural vitality. TXP continues to advise the city on
economic development issues, especially those related to revenue forecasting and incentives policy.
The Connection between Economic Development and Planning
City of Charlotte, NC
TXP and associates are assisting the City of Charlotte with demonstrating and defining the relationship
between planning (including transportation, infrastructure, and land use policy) and the growth and
development of the local economy.
Value-Capture Impacts of Transit-Oriented Development
City of Leander, Texas
As part of a larger, multi-disciplinary team, TXP estimated the potential land use and tax base impacts
of developing approximately 2,000 acres in close proximity to potential new toll road and commuter rail
PROPOSAL: ECONOMIC DEVELOPMENT STRATEGIC PLAN FOR THE CITY OF LA PORTE. RFP #08510
22
,~
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'--'(_4
QUALIFICATIONS, continued
capacity under two scenarios: traditional suburban and mixed-use urban village that entails both greater
density and a larger amount of green space and civic use. In addition} TXP helped create an incentive
program to foster the development of the project.
Economic Development Strategic Planning Services
City of Grapevine} Texas
The Grapevine City Council hired TXP to identify and analyze the most important economic
development trends shaping the Dallas-Fort Worth region. Based on these findings} TXP worked with
Grapevine's City Council to create a series of public policy strategies and recommendations to guide the
city's economic and community development efforts.
The Role of the Cultural Sector in the Austin Economy
The City of Austin} Texas
There is a growing understanding of the connection between the arts and the economy, although
there have been relatively few attempts to fully capture the connection between culture} creativity} and
economic activity. TXP addressed portions of this phenomenon in previous work} including measuring
the economic impact of music in 2001, not-for-profit arts groups in 2003} film in 2004, and gaming/
digital media earlier this year. TXP was retained by the City of Austin to more fully define the influence
of the cultural sector (defined to include music, film/visual media, not-for-profit arts, visual arts, and
tourism related to the arts) on the local economy, as well as further extend the analysis to better capture
the local connection between the arts and tourism.
City of Roanoke Downtown Plan (Oak Street Corridor)
City of Roanoke
Gateway Planning Group team (including TXP) was retained by the City of Roanoke in order to assist
the city in preserving Original Town Roanoke (downtown)} in the midst of accelerated growth along
SH 377. Phase I of the initiative entailed assessing the existing conditions} identifying the strengths of
the district specifically and the community generally. This assessment supported appropriate strategies
to address the challenges of allowing the downtown to continue to grow as a vibrant and sustainable
place of destination which} while attracting increased tourist and business activity to the area, would
also enhance and preserve the essence of Original Town. The initial phase also identified the economic
viability of the market for Original Town Roanoke. This analysis was critically important for the
successful implementation of the plan. Phase II of the project} included the development and adoption of
a new regulating plan} a form-based zoning district} design guidelines and a streets cape plan.
A Cost/Benefit Model for San Antonio Economic Development Projects
City of San Antonio} Texas
TXP created a model and analytical structure for the City of San Antonio to better measure the relative
merits of tax abatements and other economic development incentives that quantifies the total effect of
new development in terms of both costs and benefits. The model could be used to both understand total
PROPOSAL: ECONOMIC DEVELOPMENT STRATEGIC PLAN FOR THE CITY OF LA PORTE. RFP #08510
23
QUALIFICATIONS, continued
impacts and to help structure the range and scope of potential incentives to be offered.
A Strategic Economic Adjustment Plan for EI Paso
City ofEI Paso, Texas (federally-funded grant)
Under the auspices of an Economic Development Agency grant, TXP created a ten-year strategic plan
to cope with the impact of structural change in the region's economy. Major tasks included an analysis
of the economic, demographic, labor, and industrial base of the community and formal solicitation of
community and stakeholder input.
Economic Impact Studies for Texas School District Clients (2002-present)
Since 2002, TXP has conducted 24 economic impact studies for Texas school district clients considering
granting tax abatements for manufacturing and R&D projects. The economic and fiscal impact studies
have analyzed a number of high profile companies including BASF, ConocoPhillips, ExxonMobil, Home
Depot, Samsung, Texas Instruments, and Toyota Motor Corporation. The findings support the view that
the Texas Economic Development Act has had a significant economic impact and accomplished its goals.
These findings for the 24 projects are as follows:
$9.6 billion in new capital investment
Creation of 4,484 direct new jobs, with an annual payroll of $333.2 million
A total economic impact of $22.3 billion over the life of the proj ects
A total of21,236 jobs (direct and indirect employment) based on these investment levels
Downtown Redevelopment in McAllen, Texas
City of McAllen, Texas
As part of a larger planning effort, TXP was engaged to assist the City of McAllen, Texas with the
economic development aspects of downtown revitalization. Specifically, TXP was tasked with answering
the following questions: How does downtown development relate to the city's broader economic
development agenda? Should economic development or traditional land use planning drive the
redevelopment effort? Do local governments have the necessary resources required for infrastructure
improvements? What types of business should be targeted for recruitment?
Economic Development Implications of Commuter Rail in Central Texas
Austin- San Antonio Intermunicipal Commuter Rail District
Tasked with evaluating the economic development implications of implementing commuter rail between
Austin and San Antonio, TXP built a custom econometric model that determined whether or not this
region could support this type of transit system. Specifically, the Austin-San Antonio Corridor was
compared to other U.S. regions to determine the likelihood that a rail project would have positive long-
term economic impacts on the region.
~~----------_._~'---'---_._---~-_._---_._~.._..,------'---"-_._-----.__._-~._-_.._._----_..._---,-----~"_._--.---.,---
PROPOSAL: ECONOMIC DEVELOPMENT STRATEGIC PLAN FOR THE CITY OF LA PORTE. RFP #08510
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QUALIFICATIONS, continued
Other TXP clients have included:
ACCION Texas
Annie E. Casey Foundation
Association of Electric Companies of Texas
Austin Fine Arts Alliance
Austin-San Antonio Rail District
Bexar County, Texas
Black Hills Power and Light (South Dakota)
City of Austin, Texas
City of Charlotte, North Carolina
City of Dallas, Texas
City ofEI Paso, Texas
City of Fort Worth, Texas
City of Grapevine, Texas
City of Leander, Texas
City of New Braunfels, Texas
City ofPflugerville, Texas
City of Piano, Texas
ABOUT GATEWAY PLANNING GROUP
City of Roanoke, Texas
City of San Antonio, Texas
City ofUvalde, Texas
Dallas Area Rapid Transit
Dallas County Hospital District
Edwards Aquifer Authority
Frost Bank of San Antonio
McAllen, Texas Chamber of Commerce
Memphis Tomorrow (Memphis, Tennessee)
Mental Health Association in Texas
Pennsylvania Convention Center Authority
San Antonio Spurs
San Francisco Public Utilities Commission
SBC Company
Scott & White Hospital
SETON Healthcare Network
Star of Texas Fair and Rodeo
State of Texas
Gateway Planning Group is a firm that meshes the disciplines of town planning, design, architecture,
economic development, public-private finance and community facilitation, focusing first and foremost
on implementation. Accordingly, Gateway Planning pursues only those projects that are a mutual fit for
our collaborative and our clients.
Gateway Planning provides town-planning services to both public and private sector clients. The firm
works with communities, local governments, state agencies, universities and developers to facilitate
growth in mixed-use pedestrian-friendly patterns. Gateway focuses on the basics: a mix of housing types,
neighborhood retail, pocket parks, community schools, great civic spaces and transportation choice, as
well as streets designed for both cars and people.
Gateway Planning uses place-making as a core economic development strategy. The proper combination
of infrastructure, civic spaces, housing mix and pedestrian-friendly retail results in higher investment
returns and a robust tax base.
_'~'___".'_.'__.'_~__~'__N."___.___,_____.,_,_______--'--~--_.'-----___"_~__________'_'_'_'_N_______'."_.._____."'.__._..__._
PROPOSAL: ECONOMIC DEVELOPMENT STRATEGIC PLAN FOR THE CITY OF LA PORTE. RFP #08510
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QUALIFICATIONS, continued
The firm has developed master plans for downtowns, urban cores, neighborhoods, universities and fast-
growing suburban growth corridors. Gateway brings those master plans to life with form-based urban codes
and CC&Rs that both elevate quality of life and, at the same time, harness the market's ability to deliver
profitable and sustainable neighborhoods.
Scott Polikov and our other principals believe that the key to implementation is integrating urban design
back into the planning and land development process, in addition to utilizing performance-based approaches
to unleash the genius of the market.
Gateway Planning's Sample Clients
Verano Development (South Side of San Antonio) - Master Plan, SmartCode Entitlement
McKinney, Texas - Downtown Plan, East Downtown Neighborhood Plan, Historic Downtown
Neighborhood Plan, Transportation Oriented Development (TOD) Plan, Regional Employment Center and
Craig Ranch Plan,
City of Charlotte, North Carolina - Charlotte / Mecklenburg Region and New Urban Development Task
Based Development
City of Leander, Texas - TOD / UDC Plan
Texas State University - First Building Design, Round Rock campus
City of Austin, Texas - Texas "Big Box" Retail Study; Waller Creek Development Design,
Roanoke, Virginia - Downtown Plan and Codes
Lancaster, Texas - Mills Branch Plan and Code
San Marcos, Texas - Downtown Planning Charette
Burleson, Texas - TOD Plan and Code Ordinance
~----~-_._-_._.._.__._--------_._-------,--~--_.._--~--_._----_._~_._---~-,_.--------_._-----,-~-,_.
PROPOSAL: ECONOMIC DEVELOPMENT STRATEGIC PLAN FOR THE CITY OF LA PORTE. RFP #08510
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PROPOSED BUDGET AND TlMELlNE
The cost of the proposed scope of services is $116,000 plus expenses.
Proj ect Set-Up
Step 1: Background
Step 1.1: Review Prior Studies and Research
Step 1.2: Economic Assessment
Step 1.3: Develop, Launch, Analyze Survey
Step 2: Economic Mix / Target Audiences
Step 3: SWOT Analysis
Step 4: Action Plan
Step 4.1 Community Development / Marketing Action Plan
Step 4.2: Master Plan Review and Recommendations
Step 4.3: Development Policy Review and Recommendations
Step 4.4: Main Street Business District Action Plan
Step 4.5: Implementation Guide
TOTAL
$ 3,000
$ 4,500
$ 15,000
$ 8,500
$ 10,000
$ 5,500
$34,000
$ 9,000
$ 9,000
$12,500
$ 5.000
$116,000
Our pricing is based on a blended hourly rate of $125. Expenses may include: airfare, hotel
accommodations, and meals for the Consulting Team during its trips to La Porte, as well as printing and
production costs. The cost of communication, survey, and other project management tools is included in
this estimate, as well as data collection through Avalanche and its team members' existing subscriptions
to research sites.
The project is estimated to require 6 months to complete with a schedule as follows:
Month 1
Month 1
Months 1-3
Months 2-3
Month 3
Months 2-3
Month 3-4
Month 4
Month 4
Months 4-6
Month 5
Month 6
Month 6 or 7
Consulting engagement begins
Project Set Up and Trip 1 (Interviews, Focus Groups)
Economic Assessment
Community Survey
Trip 2 (Present Economic Assessment and survey results)
Review Development Policies and Master Plan
Economic Mix / Target Audience
SWOT Analysis
Trip 3 (Deliver SWOT Analysis and Economic Mix)
Develop Economic Development Strategy
Trip 4 (Present preliminary recommendations)
Deliver Final Economic Development Strategy
Trip 5 (Present final Strategy)
_.,-----,----~_.._.~._"_.,---~-,~----~.__.,---~-----,---------"~----_._---_._.~--------------~"_."..._---_.,~~-_.,..."..._--~
PROPOSAL: ECONOMIC DEVELOPMENT STRA TEGIC PLAN FOR THE CITY OF LA PORTE. RFP #08510
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~v
REFERENCES
Avalanche References
Dudley VanNess} Manager} National Sales
CenterPoint Energy
P.O. Box 1700} Rep-25
Houston} TX 77251
phone: (713) 207-3441
e-mail: dudley.vanness@centerpointenergy.com
Jonathan Scott} Marketing Director
Temple Economic Development Corporation
1 South 1st Street
Temple} TX 76501
phone: (254) 773-8332
e-mail: lpeterson@choosetemple.com
Frank Salvato} City Manager
City of Taylor} Texas
400 Porter Street 76574
Taylor} Texas
phone: (512) 352-5448
frank.salvato@ci.taylor.tx.us
Jan Lawler} President / CEO
Economic Alliance Houston Port Region
908 West Main Street
La Porte} Texas 77571
phone: (281) 867-1112
jlawler@allianceportregion.com
TXP References
Marc Ott} City Manager
Sue Edwards} Director - Economic Growth &
Redevelopment Services
City of Austin - City Hall
301 West 2nd Street} Suite 2030
Austin} Texas 78701
phone: (512) 974-7820 (Sue Edwards)
e-mail: sue.edwards@ci.austin.tx.us
Nelson Wolff, County Judge
Bexar County
Bexar County Courthouse
100 Dolorosa} Suite 1.20
San Antonio} Texas 78205
phone: (210) 335-2626
e-mail: nwolff@co.bexar.tx.us
Guy Overby, President
Kerr Economic Development Foundation
1700 Sidney Baker
Suite 200 #4
Kerrville} Texas 78028
phone: (830) 896-1157
e-mail: information@kerredf.org
PROPOSAL: ECONOMIC DEVELOPMENT STRATEGIC PLAN FOR THE CITY OF LA PORTE. RFP #08510
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4/5
City of La Porte
La Porte Development Corporation (038) Fund Summary
(Section 4B Sales Tax)
Beginning Fund Balance 9/30/07
4,435,668
Plus Estimated 07 -08 Revenues
Less 07-08 Expenditures and Commitments
Debt Payments
Economic Development Operations
Capital Projects/Transfers
Total Expenditures
837,248
304,764
1,150,000
Estimated Fund Balance 9/30/08
Plus 08-09 Revenues:
1/2 Cent Sales Tax
Interest Income
Total Revenues
1,542,506
105,000
Equals Total Resources
Less 08-09 Expenditures:
Economic Development Operations
Debt Service Transfer *
Potential 2008 Debt Issue
Mainstreet Revitalization Program
Capital Projects/Transfers
287,655
766,932
480,000
200,000
2,700,000
Total Expenditures
Ending Fund Balance 9/30/09
1,942,057
2,292,012
4,085,713
1,647,506
5,733,219
4,434,587
1,298,632
Revenues
Expenditures & Commitments
Revenues over Expenditures
Estimated
2007 -08
1,942,057
2,292,012
(349,955)
Projected
2008-09
1,647,506
4,434,587
(2,787,081)
*Debt Service Payments for Library, Bay Area Boulevard & Canada Road and Balljields.
Section 4B 1/2 Cent Sales Tax
FY 08-09
Expenditure Summary
Actual Budget Estimated Requested Percent
2006-07 2007-08 2007-08 2008-09 Change
Personal Services 38,271 82,256 91,626 96,393 1 7.19%
Supplies 2,195 5,500 2,500 2,000 -63.64%
Services & Charges 1,061,378 885,686 1,047,886 3,856,194 335.39%
Division Total 1,101,844 973,442 1,142,012 3,954,587 306.25%
Scope of Services Summary
The Economic Development Division works with the Economic Development Corporation Board to set direction
and polices related to economic development projects in the City. The Department and its activities are funded
through the collection of a 1/2 cent sales tax which must be spent on economic development projects related to
capital investment and job creation. The Board recently authorized a complete refurbishment of the city website
and a community branding campaign which will be finished and launched in FY 2009. Each of these initiatives
is designed to assist us with focused, targeted marketing efforts that will effectively communicate why La Porte
is the idea community to establish a business. They will also allow us to better emphasize the many amenities
we have to offer such as affordable housing, parks, green space, hike & bike trails, outstanding schools and
Galveston Bay.
The Board also approved the development of a City-Wide Economic Development Strategic Plan for FY 2009.
This strategic planning process when complete will serve to provide the Board and the City with a
comprehensive vision and direction as it relates to economic development decisions and also assist with
budgeting for infrastructure and other desired projects, including job creation.
Physical projects for the upcoming year include creation of a Town Plaza, Gateway Enhancements of Main
Street and the Sylvan Beach Shoreline Renourishment. We will also continue to focus on possible retail
developments throughout the City. The Board has also budgeted $200,000 for facade grants and/or loan
programs for the businesses along Main Street FY 2009. Recommendations will be brought forth to the Board
from the Main Street Advisory Board during the year. The Department is also responsible for working with our
community economic development partners on business retention and expansion programs, small business
development, marketing efforts, workforce initiatives, transportation issues and quality of life issues such as
green space development and air and water quality.
Personnel Position Roster
Approved
2006-07
Approved
2007-08
Approved
2008-09
Economic Development Coordinator
Total
City of La Porte, Texas
Section 4B 1/2 Cent Sales Tax 038-6030-565
Detail of Expenditures
Actual Budget Estimated Requested
2006-07 2007-08 2007-08 2008-09
Personal Services:
1010 Regular Earnings 26,770 61,287 69,302 71,999
1020 Overtime 2,000
1035 Longevity 72
1060 FICA 1,979 4,688 5,096 5,513
1065 Retirement 3,504 8,430 9,382 10,406
1080 Insurance - Medical 6,000 7,793 7,793 6,357
1081 Insurance - Life 18 58 53 46
Personal Services Subtotal 38,271 82,256 91,626 96,393
Supplies:
2001 Office Supplies 435 1,000 500 500
2002 Postage 178 3,000 500 500
2015 Other Supplies 1,582 1,500 1,500 1,000
Supplies Subtotal 2,195 5,500 2,500 2,000
Services & Charges:
3001 Memberships & Subscriptions 1,320 1,500 1,500 21,850
3020 Training/Seminars 2,502 5,500 8,000 6,250
4011 Building 500 10,000
4060 Computer Lease Fees 770 770 628
4065 Computer Maintenance Fees 3,168 3,168 2,334
5003 Legal 261 5,000 3,500 5,000
5007 Other Professional Services 74,959 15,000 162,000 50,000
6005 Advertising 3,500 9,000 12,000
6010 Janitorial Services 500
7001 Electrical 6,300 13,000
7002 Natural Gas 300 1,500
7004 Water 300 600
7005 Misc Utilities 300 600
9050 Contingency 156 4,000 5,000 50,000
9997 Special Programs 10,000 10,000 215,000
9004 Adm Transfer to Fund 004 732,180 837,248 837,248 766,932
9015 Adm Transfer to Fund 015 2,700,000
9033 Transfer to St Maint Fund 250,000
Services & Charges Subtotal 1,061,378 885,686 1,047,886 3,856,194
Division Total 1,101,844 973,442 1,142,012 3,954,587
City of La Porte
Interoffice Memorandum
To: All LPEDC Board Members
From: Gretchen Larson, EDC
Through: Ron Bottoms, City Manager
Date: July 31,2008
Subject: Travel and Training and Marketing Budgets FY 2008-09
After additional review and planning for the upcoming year I have adjusted my travel
budget as listed below. As with all lines items, this is an estimate, based upon what we
currently know. However, we have a number of projects which may require additional
meetings and travel, especially related to retail initiatives and the community branding
campaign, but we will address those needs should they arise during the year.
As to the marketing budget which was also reduced, the same rational applies, in that
we are in the working "phase" of a number of projects whose research has not been
finalized. Therefore, depending upon marketing strategies developed, the budget is very
fluid and can be addressed during the year when we have completed plans and a path
forward.
Training
PCED Certification
Committee Support
Suburban Development Committee
Small Business to Industry Committee
BAHCVB, BAHEP, Chamber and Economic Alliance Workforce,
Transportation, & Quality of Life, Air & Water Quality Committee Meetings
Board Meetings, Development Meetings, misc.
Mileage
Total
$
1,000.00
$ 500.00
$ 250.00
$ 500.00
$ 1,000.00
$ 3,000.00
$ 6,250.00
6
Back up not required for this item
,...-
Report of The La Porte
Economic Development
Corporation - July 2008
www. LaPorteTx.gov
Pictures Around Town
Proposed Town Plaza at Five Points
Special points of interest:
. LPEDC Board approved
Town Plaza and Gateway
Enhancement as Projects
on July 7
. Community Branding On-
Line Survey Released
Inside this issue:
Inquiries and Updates 1-2
Board Meetings
Staff Meetings and Updates 3
Training/Seminars 3
Development Activities 4
Meeting Dates 4
Prepared by:
Gretchen Larson
ED Coordinator
(281) 470-5013
LarsonG@LaPorteTx.gov
lopment
Rep,ort
Economi
Around Town
The City of La Porte Economic Development Corporation (LPEDC) voted to
adopt two projects at their meeting of July 7. The first is a "Gateway Enhancement Pro-
ject" which will involve the services of our community economic development partner,
the Economic Alliance Houston Port Region, whose offices are located in the project
area at 908 Main Street. Jan Lawler, Economic Alliance CEO, has worked to secure
funding and support to assist the City in this exciting project. The enhancements will
also include renovations to the City owned property at 912 Main Street.
City Manager, Ron Bottoms, has stated that he is very excited about the possi-
bilities that this project and the creation of a town plaza will bring to the Main Street
Revitalization efforts.
The "Town Plaza Project" was also adopted by the Board at the July 7 meet-
ing. This project is located at the intersections of East and West Main, San Jacinto, and
South Broadway, more commonly known as Five Points. A Plaza is to be created and
is intended to be a gathering and meeting spot for the community. Features will include
benches, a pavilion/stage area, green space, fountains and public art. The intent is to
make Main Street a place where the community wants to gather to enjoy time with fam-
ily and friends. The LPEDC Board will discuss the projects in more detail at their meet-
ing on September 10.
See the Development Highlights, page 4 for the many other projects and their
status.
Developer/Broker/Leasing Agents and Other Inquiries and Updates
2
· The Economic Alliance sent the following .
leads: Proiect Griffith - a petrochemical
firm wants to produce a manufacturing
project to do small modular housing units
for instrumentation. The company would
like to lease a building and they expect
approximately an $8M investment and to
bring 75 relocated and 100 new employ-
ees into the area. They would like to
have their facility up and running by No-
vember 2008. We provided a number of
locations for their consideration.
· Proiect Apple - a project related to work-
force development and training. The .
agency expects to select a suitable site
within the next six month to nine months.
They desire to have approximately 7 to
10 acres and expect a capital investment
of $18M and perhaps 75 to 100 employ-
ees to work at the location.
Photographs courtesy of Kendal Larson - www.KendaILarsonPhotography.com
The Greater Houston Partnership con-
tacted us with the following lead: Pro-
iect Petroleum - an international com-
pany that is in need of a Houston area
regional distribution facility for their fuel
products. The primary product to be
shipped is D-2 Gas (Diesel) Oil and the
secondary product is Jet fuel. The stor-
age capacity required is 1 m Metric Ton
(equivalent to 7.2m barrels or
302,400,000 gallons) per month with
capacity to increase storage up to 10m
Metric Tons.
We assisted a number of area small
businesses interested in moving their
operations with pOSSible locations that
might suit their needs. We also sent
out a request for the Somerton Plaza
location next to Chili's on Spencer and
provided them with updated traffic
counts from TxDot.
Page 3
Pictures Around Town
Work at Five Points continues
New Homes for Sale on Forrest
Minor Development Site Plans
Economic Development Report
Approved
Mississippi Land Co. Inc.
324 State Highway 146
Holloway Hair Salon
10504 Spencer Highway
Truck Utility Trailer Parts
615 State Highway 146
Canada Road Project
3337 Canada Road
Pfeiffer & Son, Ltd.
116 N. 16th Street
SCUP Denied
Sleep Inn & Suites
1332 South 8th Street
(Hotel near Baypoint TfH)
Under Review
AT&T
10060 Porter Road
(Equip. Ctr.)
LPISD
301 E. Main Street
(Phy. Ed. Ctr.)
Nunez Project
621 East Main Street
(Proposed Building)
NAPA Auto Parts
518 W. Main Street
(Breezeway between Bldgs.)
Municipal Court Building
3005 N. 23rd Street
Packwellll
10052 Porter Road
(198K OfficelWH)
Parkina Reauests
Underwood Plaza (GRY)
2601 Underwood Road
JSC Credit Union
607 W. Fairmont Pkwy.
Fred Westergren
421 North 8th Street
New Life Christian
2104 Underwood Road
Previous activities still un-
der review or no activity:
Oakland Land Developments,
Equistar Pump Station, Port
Crossing Building C-5 (NA),
Sens Road Distribution Cen-
ter, H&M Design Group, Zion
Hills Baptist Church and Mod-
em Design Group.
Major Development Site Plans and Plats
Maior Site Plans
Preserve at Taylor Bayou
711 McCabe Road
(9 apt. bldgs. w/180 units & clubhouse)
Remains Under Review from July, no activ-
ity to report.
Final Plat/Replats - Approved
Truck Utility Trailer Parts
605 State Highway 146
(Commercial Reserve)
Final Plat/ReDlats - Under Review
Port of Houston Authority
600 E. Barbour's Cut Blvd.
(Pre-Check Facility's SID plat)
Previous Plats/Replats still under review or
no activity:
Port Landing, Cat-Spec (East & West), NAPA
Auto Parts, Allwaste Tank Cleaning, HKP In-
vestment, Inc., and Willmont Comm. Park.
City Council/Commission and Board Meeting Dates
Julv
LPEDC - July 1, 7 and 21
City Council - July 14 and 28
LPRA/TIRZ Boards - No meeting
P&Z - July 17
ZBOA - July 24
Auaust
LPEDC - August 4
City Council - August 11 and 25
LPRA/TIRZ Boards - August 27
P&Z - August 21
ZBOA - August 28, if needed