Loading...
HomeMy WebLinkAbout07. 12-370 JULY 24, 2012 12-370 RESOLUTION (CARRIED____7-0____LOST________LAID OVER________WITHDRAWN________) PURPOSE: RATIFY EXECUTION OF PROFESSIONAL SERVICES AGREEMENT WITH PRAGER COMPANY TO UNDERTAKE A STRATEGIC ECONOMIC DEVELOPMENT STUDY ($74,700.00) INITIATED BY: CITY ADMINISTRATION WHEREAS, the Common Council requested staff undertake a study and develop a plan that centralizes the range of economic development services in Oshkosh performed by various organizations; and WHEREAS, a Request for Qualifications was issued, interviews held and the Prager Company selected to perform said study; and NOW, THEREFORE, BE IT RESOLVED by the Common Council of the City of Oshkosh that pursuant to Section 12-16 of the Municipal Code the actions of the City Manager signing and executing the professional services agreement with Prager Company to undertake an organizational and strategic economic development study is hereby ratified. Money for this purpose is hereby appropriated from: 100-0730-6401-00000 General Fund – Economic Development CITY HALL 215 Church Avenue P.O.Box 1130 Oshkosh 54903-1130 City of Oshkosh OfHKOlH Date: July 19, 2012 To: Mayor & City Council From: Mark A Rohloff, City Manager -4 Subject: Organizational and Strategic Economic Development Study by the Prager Company Team The City Council has directed me to develop a plan that centralizes the range of economic development services in Oshkosh performed by various organizations. For this study, I drafted and distributed a Request for Qualifications and received 14 responses from economic development consulting firms throughout the nation. Staff and I then narrowed the field to three candidates through a Quality Based Selection process for follow-up interviews. The interviews with the three organizations indicated to me that any of the three could do the work. However, one organization could not only provide the expertise needed for this project, but also developed a proposal for services that would best investigate, analyze, and then recommend the best economic development organizational structure for Oshkosh. The Prager Company is the lead firm that has teamed up with Phil Schneider Consulting. The Prager Company Team will provide the services for examining and testing our existing economic development organizations and identifying the organizational form best suited for the range of economic development services that should be offered in Oshkosh. The Prager Company Team approach includes: Phase 1: Macro Strategy Compilation and Economic Development Stakeholder Examination. (August— September) Phase 2: Identification and Recommendation of Best Practices. (October) Phase 3: Design of the Optimal Organizational Model and Strategy. (October—November) The contract with the Prager Company is for a total of $74,700. While I have the authority to sign the contract, I believe the City Council's direct interest in this study warrants your review and ratification. The project will be funded through savings achieved as a result of the reorganization within the Community Development Departments' Inspections Division budget. Please contact me if you have any questions concerning this contract award. t«: it PROPOSAL FOR AN OSHKOSH ORGANIZATIONAL AND STRATEGIC * I * 1 ECONOMIC DEVELOPMENT STUDY (REVISED) 4 s.� Prepared for ON T}t£WATE Prepared by Prager Team July 11 , 2012 PROPOSAL FOR AN OSHKOSH ORGANIZATIONAL AND STRATEGIC ECONOMIC DEVELOPMENT STUDY (REVISED) CONTENTS I. INTRODUCTION AND SITUATION OVERVIEW 1 II. PROPOSED SCOPE OF WORK 1 III. TIMING, COMMUNITY INTERACTION AND DELIVERABLES 7 IV. PRAGER TEAM QUALIFICATIONS 7 V. PROJECT TEAM MEMBERS 9 VI. PROJECT COST AND AUTHORIZATION 10 APPENDIX A. SAMPLING OF PROJECTS B. TEAM MEMBER BIOS Oshkosh Economic Development Study I. INTRODUCTION AND SITUATION OVERVIEW The Prager Team, comprised of Prager Company, Newmark Grubb Knight Frank and Schneider Consulting are pleased to submit our qualifications to the City of Oshkosh to develop a community-wide organizational model and strategy for economic development. The Prager Team recognizes the necessity of a unified, well-coordinated and centralized economic development plan. Based on firsthand experience, we know that an effort of this nature has the potential to greatly enhance investment attraction, retention and expansion success. The Oshkosh Community has long been committed to economic development. Its support spans the public, private and not-for-profit sectors; involves well over one dozen organizations; and manifests itself in sizable, creative financing, dedicated staff and widespread volunteerism. To be sure, economic development is deeply engrained throughout the broader community. The Oshkosh Community is economically diverse, livable, with an identity and brand recognized nationally. Oshkosh products ship around the globe and the community has long been a destination for visitors drawn to its events and festivals. Whereas countless locations struggle with a dearth of physical attributes, scant financial resources for economic development, and no discernable identity, the Oshkosh Community has no such limitations. The community's greatest challenge is not the correction of limitations, but rather the proper, coordinated harnessing of its strengths. While the Region has an abundance of wholly committed economic development organizations and partners, it lacks a unified vision and an integrated process for achieving their shared objectives. By the community's admission, this has led to confusion, redundancy and inefficiency. The absence of a well orchestrated, collaborative plan is deemed an obstacle to achieving success in business retention, expansion, attraction and cultivation. Several years ago, leaders of Oshkosh's economic development entities considered consolidation. While never acted upon, issues surrounding effectiveness and efficiency persist, as does recognition that a different organizational model may be needed to take the Oshkosh Community to the next level. The Oshkosh Economic Development Study is the opportunity to devise the optimal approach for cohesive service delivery and a strategy which stakeholders can rally behind. The Prager Team is well qualified to take the Oshkosh Community down this path, having formed or re-engineered many highly successful organizational models operating today. II. PROPOSED SCOPE OF WORK The Prager Team's scope of work will consist of three core phases. It begins with a review of economic development plans and an understanding of the economic development stakeholders in the greater Oshkosh area; expands into a determination of the best practices within the Oshkosh Community as well as Prager Team Page 1 Oshkosh Economic Development Study exemplary practices elsewhere; and culminates with a strategic plan for a unified, integrated and properly centralized organizational model. The Prager Team envisions working closely with the Oshkosh City Manager's team. This team will serve as the administrative conduit into the broader community as well as the local project manager. In addition to this group, the Prager Team proposes to interact with a less formal Working Group comprised of a small number of individuals committed to unified, collaborative economic development. The Working Group will serve as a reality check and provide candid, yet supportive insight as the process evolves. Selection of Working Group members will be decided upon following the project Kickoff Meeting. It may be appropriate to add individuals as the project evolves. This determination will be made jointly and subsequent to some of the initial interviews with economic development stakeholders. Phase One: Macro Strategy Compilation and Economic Development Stakeholder Examination The Oshkosh Community is comprised of many organizations committed to the furtherance of economic development. The work of the Prager Team will commence with discussions with these stakeholders to ascertain their economic development plans and roles they play in the economic development process. These entities may include: the City of Oshkosh, Winnebago County, the Oshkosh Area School District, the University of Wisconsin-Oshkosh, Fox Valley Technical College, the Oshkosh Area Chamber of Commerce, the Oshkosh Area Economic Development Corporation, Chamco the Oshkosh Industrial Development Corporation, the Downtown Oshkosh Business Improvement District, the Oshkosh Area Community Foundation, the Oshkosh Convention and Visitors Bureau, and regional organizations (including WEDC and New North). Information on these organizations will be gathered via phone conversations, surveys or meetings with organization leaders as appropriate. We will seek to ascertain: their economic development-oriented goals, objectives and aspirations; activities they undertake on behalf of economic development; financial resources and direct staff dedicated; their unique expertise and value added; and how they go about assessing or measuring accomplishment. The findings will be examined and aggregated in terms of the geographies they serve and their economic development intent (i.e. that associated with business attraction, retention and expansion). Matrices will be devised to show the services and efforts of these individual entities, as well as where overlap or duplication exists. In addition, where appropriate, the Prager Team will attempt to gather information on their respective board structures and sources of funding, and where these may overlap as well. A distinction will be made between direct service delivery versus the brokering or collaboration of services from others. Prager Team Page 2 Oshkosh Economic Development Study The Prager Team's organization examination will not be confined to the primary or more traditional economic development providers. It will also involve other essential service providers and where their expertise is seemingly being brought to bear. This may include elected officials, real estate and developer community, financial community, workforce providers, tourism entities, non-economic development government departments, military entities, utilities, transportation authorities, business associations, media and others. To understand how key organizations interrelate and collaborate, the Prager Team will engage certain stakeholders in a mock business attraction project. The intent will be to gauge how the community responds to opportunities and challenges and where gaps exist. The Prager Team will create a proxy of a "typical," large, well-paying, job generating (i.e. desirable) company. To the extent possible, we will select a known industry target of Oshkosh or an emerging target industry cluster for this proxy. In a fashion similar to that we use as site selection consultants, we will submit a Request for Information (RFI) through normal channels. The organizations that typically field these inquiries will be asked to respond accordingly. As with other communities, proper response may require input from public, real estate, utility, other private sector and not-for-profit entities. So as to evaluate the community's coordination and response as it typically unfolds, the Prager Team will not pre-ordain the players to be involved, recommend sources of information, or a process for response. However, at the conclusion, we will provide recommendations and share where the Oshkosh approach differs from that elsewhere. The results will become part of the foundation upon which the next phase is built. The Mock Drill will be no more time consuming than an actual RFI from a real prospect. Phase Two: Identification and Recommendation of Best Practices Prager Team members have served more than 300 economic development organizations in the U.S. and overseas, have engaged far more on corporate site selection projects, and have created comprehensive training programs for economic developers nationally. We will call upon our extensive insights to frame the "typical" and the more advanced roles played. Based on this, we will identify the Oshkosh Community's economic development service providers deemed to be most adept and proficient in each key area and where the community may be falling short. We will seek to uncover best practices in the community overall and those attributed to specific organizations -- the entities perhaps best equipped to shoulder major responsibilities moving forward. We will examine functions associated with: Research and Information Maintenance, Opportunity Identification, Business Retention and Expansion, Domestic Business Attraction and International Development. Prager Team Page 3 Oshkosh Economic Development Study The Prager Team will use its national reach to share exemplary practices elsewhere and how they may enhance the community's existing efforts. This insight will supplement that performed locally with distinction and help fill service delivery gaps which exist. Phase Three: Design of the Optimal Organizational Model and Strategy The Oshkosh Community has given considerable thought to different economic development organizational models and seeks the one which achieves the greatest success as efficiently and effectively as possible. This includes a variety of options, such as a centralized city-centric approach, an entity in close affiliation with the Chamber of Commerce, a county-wide or area-wide agency, service delivery via an association of public, private and not-for-profit entities, an entirely independent entity, or a hybrid connecting many stakeholder groups. This phase will be dedicated to arriving at the optimal economic development structure for the Oshkosh Community. Prager Team members have developed or advanced scores of highly respected economic development organizations, including many different operating models. We will begin this phase by outlining different models and conveying the more common pros and cons of each. We will share not just their operating characteristics, but issues associated with creating them. Taking into account the community's economic development goals, the compelling and most effective activities currently underway, the known core competencies and limitations of the Region's economic development stakeholders, the resources that currently exist, and other factors, we will recommend the optimal economic development structure for the Oshkosh Community. The model ultimately recommended will take into account the known preferences, desires and limitations of the stakeholders, but will be guided by the Prager Team's organizational knowledge and understanding of that which will work best and be most sustainable in the Oshkosh Community. The Prager Team will outline key facets of the optimal organizational model. This includes Board/Leadership Make-Up and Authority, Core Partnerships, Strategies in Essential Areas, Accountability Measures and Means for Communication and Transparency. The Prager Team will recommend responsibilities for various economic development stakeholders, including justification for their involvement (particular expertise, leverage, etc.) and means to encourage their participation. Based on analyses performed within the broader community, the Prager Team will recommend current resources to use to achieve the economic development goals of this organization and its stakeholders. This will be supplemented by the Prager Team's knowledge of other funding mechanisms and cost-effective in-kind assistance. The intent will be to leverage that which may be available, while eliminating existing inefficiencies or over-burdening those already contributing via direct or indirect support. In addition to the design and strategy for the optimal economic development organization, the Prager Team will outline steps which may Prager Team Page 4 Oshkosh Economic Development Study be necessary to transition the existing structure and economic development efforts into this more collaborative, integrated, efficient and effective model. The intent will be to avoid unnecessary disruption or upheaval, and ensure commitment and continued involvement of essential public, private and not-for-profit economic development partners. Time permitted, the Prager Team will review findings from the ongoing marketing planning effort as well as the pending target cluster study (assuming it is not performed by the Prager Team). Appropriate findings will be incorporated into the Prager Team's recommendations provided schedules of these other efforts align with the Prager Team's engagement. The process undertaken by the Prager Team will be an engaging one. Throughout, the Prager Team will be informing those involved as to the importance of undertaking economic development in a highly professional and systematic way. Insight imparted during these conversations will help to justify eventual recommendations. In addition to this less formal process for imparting insight and justification, the Prager Team will assemble and lead a roundtable discussion once draft recommendations are developed. The roundtable will be with various economic development professionals. Subsequent to these sessions, the Prager Team will finalize its recommendations for delivery to the Oshkosh Common Council. Should it be necessary and appropriate, the Prager Team will provide an interview with media in consultation with the City. Optional Phase Four: Direct Implementation Assistance The Prager Team is exceedingly well versed in the formation and launch of economic development organizations. This expertise and hands-on implementation support frequently sets us apart. Should it be necessary and desired, the Prager Team is prepared to provide direct implementation assistance to the City of Oshkosh, working closely with all essential players to assemble and launch the optimal, well-embraced structure and processes. Our hands-on work serves multiple purposes. First and foremost, it helps bring community and regional stakeholders, allies and contributors together in a disarming fashion not easily accomplished without impartial, expert assistance. Our efforts seamlessly transition from plan to action so that momentum is not lost and interest does not erode. In addition to our partner development and organizational melding efforts, we spend considerable time developing the tools and mechanisms necessary to perform effectively and in a fashion that instills confidence and lasting support. Prager Team Page 5 Oshkosh Economic Development Study It is premature to scope the actual implementation role of the Prager Team. However, provided below is a partial list of task-specific services we frequently are asked to perform in an interactive, partner-engaged fashion: • Draft detailed rules of engagement for information sharing, lead management and other interactive processes • Develop project management processes and tools • Develop communication tools and actual messages to be conveyed to the varying audiences • Create service agreements and MOUs to ensure accountability • Develop clear, agreed upon performance metrics and processes for evaluating both output (effort) and outcome (results) • Craft a line item budget for all economic development initiatives • Devise source-specific funding and fundraising approaches specific to the line items • Advise on proper financial tool and incentive utilization, alignment, monitoring and measurement • Develop customized transition strategies for each organization where change may be required • Deliver customized training for economic development professionals • Facilitate other mock site selection drills to educate economic development professionals on the process and priorities, and to examine responsiveness • Provide detailed orientation to elected leaders to ensure funding commitment and continued support • Form and launch effective, function-specific working committees to engage leadership in meaningful, valuable, albeit not overly time-consuming, ways • Help forge well working public-private partnerships beyond those in place • Perform objective, impartial satisfaction surveys (post-organization change) to stakeholders, existing businesses, external investors served, elected leaders and others • Monitor the evolution of the organizational transformation at key (often three to six month) intervals and provide guidance and support as needed Should it be deemed necessary to form a new organization, the Prager Team is prepared to lend direct support here as well. Examples of the Team's value-added services include: • Craft by-laws and/or other enabling legislation for the new entity • Lead all necessary incorporation or legal formation matters • Determine the optimal Board of Directors structure, and guiding the selection process • Determine processes for task delegation and management • Develop clear, definitive job descriptions for all individuals involved in the economic development process • Lead executive recruitment and/or senior management recruitment and hiring Prager Team Page 6 Oshkosh Economic Development Study Ill. TIMING, COMMUNITY INTERACTION AND DELIVERABLES This project is expected to commence in late July 2012 and conclude no later than December 2012, with a preferred completion November 2012. This assumes all meetings are scheduled expediently on the Prager Team's behalf, requested information is provided quickly, and no delays are caused beyond the control of the Prager Team. Should Prager Team involvement be sought beyond December 2012, or should additional meetings or presentations be required during the core project months, an agreed upon fee-for-service will be negotiated. In addition to essential interviews, the Prager Team commits to four meetings during this project. They are: 1) initial project kickoff meeting, 2) economic development practitioner roundtable, 3) presentation to the Oshkosh Common Council, and 4) presentation of final report to key stakeholders. In addition, the Prager Team will provide regular status updates to the Oshkosh City Manager's team and update the Working Group as appropriate. At project conclusion, the Prager Team will submit its report detailing the organizational model and strategies recommended, along with supporting materials including identification of data collected and best practice recommendations. Three copies will be provided -- one bound, one unbound and one electronic. Provided below is an estimated project timeline. The timing provided is for illustration purposes only as actual timing is subject to change. • Phase One: Macro Strategy Compilation and Stakeholder Evaluation (Months One & Two) • Phase Two: Identification and Recommendation of Best Practices (Month Three) • Phase Three: Design of the Optimal Organizational Model and Strategy (Months Three & Four) It is anticipated that preliminary findings will be discussed in Month Two, the Economic Development Practitioner Roundtable will be performed in Month Three, and a presentation to the Oshkosh Common Council will be given in Month Four with the final plan delivered soon thereafter. IV. PRAGER TEAM QUALIFICATIONS Prager Company, Newmark Grubb Knight Frank and Schneider Consulting routinely address the sorts of issues confronting the Oshkosh Community. We marry economic development know-how, business strategy, process improvement and site selection with years of organizational development and re-engineering on behalf of Government, the private sector, and public-private partnerships. The results speak for themselves, not merely in the plans and partnerships we devise Prager Team Page 7 Oshkosh Economic Development Study and facilitate, but in the thousands of jobs, millions in investment and other major economic benefits they have generated. Regional Organizational Development Prager Team members have created or enhanced some of the Nation's most effective regional collaboratives. We routinely harness the inherent strengths of communities and their service providers by creating unified, well-partnered economic development. While we work nationally, among our most impactful work is in the Midwest, particularly in manufacturing-oriented communities. The formation of World Business Chicago in Metro Chicago and the Economic Development Coalition of Southwest Indiana in the Evansville area are two such examples. With our strategic and organizational guidance, both required consolidation and evolved from poorly aligned regions into integrated, job and investment-generating economic development stalwarts. Recent work by NGKF to build a public-private coalition in an attempt to avert the Janesville GM plant closure and spearheading of Be Bold Wisconsin demonstrate our application of organizational know-how into results in challenging environments. The Prager Team's organizational development approach is customized, hands-on, process driven and founded on benchmarking, intelligence and analytics. Developing effective collaboratives is the norm. Because even the best strategies can be short-lived without the right assurances, the Prager Team is expert in developing tools and tactics for accountability and transparency. Because effective economic development is a shared accomplishment, we devise strategies for shared credit. And we routinely uncover financial and atypical resources which alleviate undue pressure on traditional sources. In addition to that stated, Prager Team members have performed regional work centered around: Muncie, IN; Fort Leonard Wood, MO; Montgomery, AL; Pittsburgh, PA; Ann Arbor, MI; St. Paul, MN; Cleveland, OH; Northeastern WI; and many more. Corporate Site Selection and Business Strategy The Prager Team is steeped in site selection experience and business strategy, having guided investment decisions of hundreds of corporations in dozens of economic sectors throughout the U.S. and around the world. Prager Team members are often called upon to use their corporate lens to position economic development entities for business attraction, retention and expansion success. Investment decisions are not merely predicated on physical attributes, but on the conduct, collaboration and service quality of those attempting to influence them. Prager Team members work to address this. Past corporate initiatives of Prager Team members include AK Steel, AM General, Best Buy, Disney, Gap, 3M, McDonnell Douglas, Nabisco, Sherwin Williams, ThyssenKrupp AG, TWA, United Airlines, United Telecom, Wausau Insurance, and rapid response in an attempt to avert closure of GM in Janesville. Prager Team Page 8 Oshkosh Economic Development Study Integrated Public-Private Partnership The Prager Team knows economic development is a team sport, with each player embracing his role and delivering on it. We begin by thoroughly understanding the needs of existing and prospective businesses, then work to ensure that the structure, strategies, tools, processes and means for accountability are in place to address them. On many occasions, this requires that focus or responsibilities realign to achieve desired results, rather than shifting priorities to avoid adjusting pre-existing structures or tactics. Our team is not only adept at defining the optimal roles of the professional economic development organizations, but also harnessing the value of government departments, workforce providers, utilities, transportation entities, K-12 educational institutions, higher education, business associations, the financial sector, real estate providers, public libraries, philanthropy and others essential but often overlooked or undervalued. Wisconsin Experience and Reputation The Prager Team is well versed in economic development in Wisconsin. NGKF recently completed a sweeping competitiveness study of Wisconsin's economic development and organizational structure, capabilities and opportunities for advancement. This evolved into hard-hitting strategies for service delivery, policy, programming, partnership and collaboration. This effort, known as Be Bold Wisconsin, is deemed a defining piece of work which may elevate economic development across industry sectors and throughout the State. In addition, team members are completing a Global Trade Strategy in NE Wisconsin and have performed location analyses and strategic EXPERTISE plans in cities and counties around the Organizational Analysis State. When including our dozens of site Business Process Improvement selection and corporate strategy Turnkey Organizational Creation engagements, few can claim the Public-Private Partnership Wisconsin knowledge and experience of Cutting Edge Strategic Planning the Prager Team. Regional Alignment V. PROJECT TEAM MEMBERS Creative Financing Solutions Community Capacity Building Adam Prager, President of Prager Corporate Site Selection Company, will serve as project manager Incentive and Program Development and primary client contact. Mr. Prager will spearhead development of all Consensus and Ownership Building recommendations and the majority of interaction with key stakeholders. Phil Schneider, President of Schneider Consulting, will lead examination of the location's organizational responsiveness from a business need and site selection perspective, facilitate mock site selection drills, and provide market-perspective justification for the ultimate organizational structure recommended. Cathy Katona (and Mike Kirchhoff if needed), Prager Prager Team Page 9 Oshkosh Economic Development Study Company Associates, will perform key outreach and research, exemplary U.S. organization information gathering, and support of the organizational and strategic analyses. Bob Hess, Executive Managing Director for Consulting at Newmark Grubb Knight Frank, will provide insights and input regarding essential core competencies based on vast site selection and corporate experience in Wisconsin as well as throughout the Nation. Prager Team members have worked together for years, commencing with the collaboration on dozens of economic development and corporate clients while at Fantus Consulting and later Deloitte and Touche. Prager Team members average over 15 years of economic development and site selection experience. They have formed award-winning organizations, served as senior-level practitioners, trained the Nation's economic developers, and know Wisconsin quite well. Bios can be found in the Appendix. VI. PROJECT COST AND AUTHORIZATION The fixed project cost, inclusive of professional fees and project expenses (incurred at the Prager Team's discretion), will be $74,700. Invoices will be submitted to the City of Oshkosh in four payments as follows: $20,700 at project authorization, $18,000 at month two, $18,000 at month three, and $18,000 at project conclusion. Invoices are to be paid upon receipt. The proposed scope of work and corresponding timing represent the Prager Team's attempt to address the needs of the City of Oshkosh. Please contact Adam Prager of Prager Company at (847) 475-1045 if modifications to this proposal are needed. This proposal serves as a contract for the services described. To authorize this work, please countersign, scan and return this proposal electronically. Thank you for this exciting opportunity. We look forward to working with the City of Oshkosh Sincerely, i/44( oteji* Adam J. Prager PRAGER COMPANY Acknowledged and agreed to this h day of v 2012. CITY OF OSHKOSH By: .V,/,y� . f Prager Team Page 10 APPENDIX A. SAMPLING OF PROJECTS B. TEAM MEMBER BIOS APPENDIX A: SAMPLING OF PROJECTS ECONOMIC DEVELOPMENT PROJECT ACCOMPLISHMENTS Client Consulting Effort and Organization Accomplishments o . - ►N Created Metro Chicago's internationally recognized, awardwinning organization :. —iN Landed the corporate headquarters of Boeing, Miller Coors,Groupon,generated -` -,. more than 100,000 jobs,spearheaded logistics for recent NATO Summit Rt> ,s, 001 Formed four-county regional collaborative,today considered perhaps Indiana's best „ .' € w Evolved into a highly successful job creating,fundraising machine benefiting every county in the Region ; 1, , .P� . g """ , ON Designed investment-generating Industrial Corridors and creative financing 4!°" ' ■N Became this distressed Region's economic catalyst, added jobs, membership and s : funding exponentially,and the unified voice for regional transformation x " —►N Implemented governmentbusiness collaboration and a targeted incentive program - -►N Led to major automotive industry expansions in Thailand's Eastern Seaboard �� and elsewhere "a' — ►N Led strategic/organizational enhancement = �� --)+ Streamlined processes with efficient programmatic utilization —►N Via creative funding,formed EDC in economicallychallenged region. Recruited heavy-hitting President —►N Restored community excitement and genuine public/private/not-for-profit linkage `,. —i* Turned struggling entity into a highly successful, force for regional development t 3Y T317 231 � - 3 t- , ' �1 ." - - -►►I Saved Continental Tire's thousands of jobs. Expanded Magnum Steel plant, �s � developing an industrial park 4 '° IN Created GAGE,a downtown development corporation and technology incubator ,1 , , 1 I 1,1 Spearheading downtown rebirth, revitalizing retail, attracting major events via this f,' `" multi-purpose entity _. ,, —�N Instilled western marketing culture and incentives into a traditional regional a� organization in Japan's Hyogo.Prefecture > ,£. , , —►N Restored corporate confidence and attracted considerable postearthquake investment and jobs Developed cutting edge strategies founded on public-private collaboration ` ; '42,',',....„.., �, i ►N Became award-winning rural, regional entity recognized nationally ` ,� I Turnkey creation of a public-private entity leveraging State and philanthropic dollars � t, �` and Defense installation commitment 4 ^,� {� �tl 1 ►►I Became the portal for defense based economic development, provider of first ever �"a" regional impact funding,and umbrella entity for regional-state-federal programs ADDITIONAL PROJECTS Service Client • Bay-Lake Regional Planning Commission (WI) • Greater Cleveland Industrial.Trade Alliance (OH) • Vision 2000 (Evansville Area, IN) • City of Denver Mayor's Office (CO) • Be Bold Wisconsin, State of Wisconsin • Montgomery Area Chamber of Commerce (AL) Strategic Planning • Navajo Nation Economic Development Department • Indiana Economic Development Corporation • Metro East Development Council (St. Paul, MN) • Penn Southwest(Pittsburgh, PA) • Metro Augusta Chamber of Commerce (GA) • San Antonio Economic Development Foundation (TX) • Savannah Economic Development Authority (GA) • Eastmoor Village Redevelop Corporation (Columbus, OH) • Mayor's Office, City of Chicago (IL) • Maryland Dept. of Economic & Employment Development • Illinois Department of Economic Opportunity • Martin County Alliance for Economic Growth (IN) Organizational • Growth Alliance for Greater Evansville (IN) Development • Tulsa Chamber of Commerce (OK) • Greater Evansville Chamber of Commerce (IN) • Rhode Island Department of Commerce • Oklahoma Gas and Electric • Radius ! Indiana (South Central Indiana) • Washtenaw Development Council (Ann Arbor, MI) • Norton Air Force Base (San Bernardino, CA) • Fort Leonard Wood Region (MO) Defense-Related • Crane Naval Surface Warfare Center Region (S. Indiana) Economic Development • New London Submarine Base (New London, CT) • Badger Army Ammunition Plant(Baraboo, WI) • Naval Air Warfare Center(Indianapolis, IN) • Riverbank Army Ammunition Plant (Riverbank, CA) • AK Steel • AM General • Andersen Windows • Circuit City • Nabisco • Janesville GM •Corporate Site Selection BOC Group/Ohmeda Medical and Strategy • Capital Group • Sprint/United Telecom • United Feather and Down • TWA • Nestle • Rhode & Schwarz Electronics • Matrixx Marketing • ThyssenKrupp AG APPENDIX B: TEAM MEMBER BIOS Adam Prager, President, Prager Company Adam Prager is the founder and President of Prager Company. He will serve as Project Manager and will be integrally involved in all facets of this engagement. Mr. Prager has over 25 years of experience in economic development as adviser to leading organizations and a State Government practitioner. He has considerable experience in facility site selection, previously as a member of Fantus Consulting, the nation's oldest corporate site selection firm (now a part of Deloitte Consulting). Government and economic development entities, particularly those committed to regionalism, have recognized Mr. Prager's work publicly for its ability to coalesce those of differing viewpoints and enact change where needed the most. Since 1998, Mr. Prager has managed Prager Company and delivered lasting value to clients on hundreds of projects. Organizations formed by Prager today are recognized models for stellar economic development. Prior to launching Prager Company, Mr. Prager was a leader of Deloitte & Touche Fantus Consulting's Economic Development Services. He joined Deloitte to create the firm's first-ever economic development practice and led activities in the Midwestern U.S. and Asia. Mr. Prager has advised many national, state, regional, county, city, utility and real estate organizations on myriad strategic economic development issues including: organization formation and improvement, creative financing, business climate enhancement, business attraction planning and implementation, business retention and expansion, workforce development, industrial park development and promotion, industry clustering, market intelligence and data mining, investment incentive utilization, international expansion, entrepreneurship, economic impact and cost-benefit analysis, and policy development. Mr. Prager has provided economic development consultation to government and private sector entities in North America, Europe and Asia. He has led a wide variety of assignments in Canada, Denmark, Indonesia, Japan, Korea, Mexico, Portugal, Sri Lanka and Thailand including those for the World Bank and the Asian Development Bank. And he has served on corporate site selection teams in regions throughout the United States. Prior to entering private consulting, Mr. Prager was head of Marketing Resources for the Maryland Department of Economic and Employment Development where he co-managed investment attraction. Mr. Prager has published articles for the International City Management Association, the World Bank, Area Development magazine, Corporate Facilities magazine and Economic Development Review. He has been quoted in numerous publications, including: Area Development Magazine, Charlotte Observer, Crain's Chicago Business, Midwest Real Estate News, Plants, Sites & Parks Magazine, Tampa Tribune and the Washington Post. He has written a book chapter for the International City and County Management Association, penned "how to" guides for location marketing and development, and been a guest speaker for the World Bank, the Asian Development Bank, and many U.S. and overseas development organizations. He holds a Masters Degree in City and Regional Planning and a Masters Degree in Public Management both from Ohio State University, and holds a BS in Environmental Science from the University of Delaware. Phil Schneider, President, Schneider Consulting Phil Schneider has over 25 years of management consulting experience in corporate global location strategy, site selection, incentives negotiation and economic development strategy. He spent seven years with Fantus Consulting, followed by 18 years with Deloitte Consulting's Strategy & Operations practice. As a Director with Fantus Consulting and as a Partner with Deloitte Consulting, where he led its Location Strategy and Global Expansion Optimization groups, Mr. Schneider conducted nearly 400 engagements for clients in heavy manufacturing, high technology, headquarters, R&D, call center and shared services. He developed corporate location strategy and selection decision processes; screened and analyzed countries, states, and cities; developed operating costs and business condition benchmarking models; and led corporate negotiations for government incentives and real estate acquisition. Some of Mr. Schneider's past clients are Amgen, Apple Computer, Bosch, Bridgestone, Caterpillar, Concentrix Solar, Elkhem Solar, Gap, Genentech, HP, Hyundai, John Deere, Johnson & Johnson, Kellogg, Kimberly-Clark, Land's End, Mattel, Michelin, Morgan Stanley, Nestle, nVidia, Pratt & Whitney, Q-Cells Solar, Raflatac, Renewable Energy Corporation, Republic Steel, Soitec Semiconductor, Synthes, ThyssenKrupp and Toyota. Mr. Schneider has worked throughout the U.S. and much of the world. He has examined locations and business costs and conditions of nearly all industrialized countries and his on-the-ground analyses and incentives and grants negotiations includes that in: Australia, Belgium, Brazil, Chile, China, Costa Rica, Czech Republic, Denmark, England, Germany, Hungary, India, Ireland, Japan, Korea, Malaysia, Mexico, Netherlands, Poland, Scotland, Singapore, Slovakia, South Africa, Spain, Switzerland, Turkey, United Arab Emirates and Wales. In addition to his corporate work, Mr. Schneider has created economic development strategies on behalf of the States of Michigan and Wisconsin; many U.S. cities including Colorado Springs, Fort Worth, Milwaukee, New Orleans and Tulsa; and a number of utilities. He is exceedingly well versed in international economic development, having advised the Investment Support and Promotion Agency of Turkey, Ministry of Economic Development Italy, Cadilla Special Economic Zone (India), Invest Northern Ireland, Invest Hong Kong, Invest in Denmark, Japanese External Trade Organization, Enterprise Cape Breton Nova Scotia, Enterprise Saint John New Brunswick, the Greater Halifax Partnership and the Ontario Ministry of Economic Development and Trade. Mr. Schneider has authored numerous articles and white papers on corporate location strategy, site selection and foreign direct investment. He regularly speaks at conferences and facilitates round table discussions on these topics, is frequently interviewed by newspapers and business publications for his expertise in these areas, and has advised the White House on the Federal Government's role in attracting foreign direct investment. Mr. Schneider earned both his BA and Masters degrees from the University of Wisconsin after serving six years in the U.S. Navy. Bob Hess, Executive Managing Director, Newmark Grubb Knight Frank Mr. Hess leads the Consulting Group at Newmark Grubb Knight Frank Global Corporate Services and is responsible for strategy development, quality assurance and leading business development activities on a global basis. Prior to joining Newmark Grubb Knight Frank, Mr. Hess was a Leading Partner in Cushman & Wakefield's Global Business Consulting Group based in Chicago and Founder of the firm's Global Supply Chain Solutions consulting practice. Other past experience includes his role as a Lead Partner with Deloitte & Touche for 18 years in their Fantus Locations Strategies service line, a specialty consulting practice known for industry leading strategic facility planning, location strategy, site selection and corporate real estate advisory services. Other strategy and operations experience includes distribution network optimization, manufacturing rationalization and consolidation, relocation feasibility, strategic cost reduction, large capital investment program management, commercial and industrial site evaluation and due diligence methods, detailed labor market/workforce analysis, and complex financial incentive negotiations. Select occupier clients include A.K. Steel, American Tool, Andersen Windows, AMWAY/ABG, Best Buy, Blue Cross/Blue Shield, Circuit City, Copperweld/LTV, Dillards, Disney, Enbridge, Entergy, Gander Mountain, Gap Inc., Georgia Power, Johns Manville, Kikkoman Foods, Kmart/Sears, Leedsworld, 3M, McDonnell Douglas, Nestle Nutrition, Nestle Prepared Foods, Novartis Biotech, Novartis Pharmaceuticals, Office Depot, Pechiney, Radio Flyer, Sherwin Williams, ThyssenKrupp AG, TriZetto, Urban Science and Wausau Insurance. Mr. Hess earned his BA in Economic Geography/Urban and Regional Planning, cum laude from the University of Minnesota-Duluth and an MBA in Marketing Management from DePaul University in Chicago. He attended Northwestern University in Chicago completing Executive Development Programs in Global Supply Chain Management and Factory Physics/Lean Manufacturing and recently MIT for Creative Problem Solving/System Dynamics. Mr. Hess is also a Dale Carnegie University Effective Speaking Graduate and has conducted over 100 public speaking engagements on Foreign Direct Investment, Investment and Location Selection Trends and Sales/Marketing Tools and Techniques for Business Development. Mr. Hess is a member of CSCMP, IAMC, CORENET and a Board Member of Area Development Magazine. Michael Kirchhoff, Associate, Prager Company Mike Kirchhoff has over 20 years of economic development experience in strategic planning and organizational reengineering and management. He has served in many capacities at the county, state and regional levels. His economic development background includes positions with Illinois State Government, Illinois Power Company, the Indianapolis Partnership, Jacksonville and Tuscola, Illinois, and with the city of Kansas City, Missouri. In Indianapolis and Kansas City, Mr. Kirchhoff served as Vice President overseeing critical areas of location promotion, business development and organizational change. While he has considerable urban experience, Mr. Kirchhoff is a recognized expert in the economic development consulting of rural areas. Mr. Kirchhoff specializes in strategic planning, targeted business attraction, business retention, program funding, community coalition building and organizational development. He is a frequent public speaker on these topics and is the author of articles, handbooks and related literature. Mr. Kirchhoff is a seasoned economic development leader, having served as Executive Director for two economic development corporations in Illinois. As Executive Director of the Jacksonville Economic Development Corporation, Mr. Kirchhoff revolutionized the way this regional organization performed economic development, formed creative financing tools, and received national awards from IEDC in the areas of marketing and business attraction. Mr. Kirchhoff serves in a leadership capacity for several economic development associations and is a Certified Economic Developer with a BA in Economics and a BS in Business, both from Eastern Illinois University. Catherine Katona, Associate, Prager Company Cathy Katona has 15 years of experience providing program design, project implementation and training to non-profit, governmental and institutional entities. Ms. Katona focuses on bridging the gap between planning and implementation of strategy by working with clients in capacity assessment, organization building, best practice benchmarking, and providing group training and one-on-one mentoring. Ms. Katona's area of expertise is community and regional economic development; establishing creative approaches to empower geographies. Ms. Katona has led consulting engagements in many U.S. cities and overseas, including Europe, Africa and New Zealand. She has worked closely with local and regional leaders of public-private organizations and government to implement business, community and economic strategies. Ms. Katona has worked extensively with associations in organizational development and program design. She has assisted civic groups at all levels, from start-ups to long-established state-level chambers. By calling upon exemplary models of success, she guides organizations through processes to strengthen programs and delivery systems. Her work spans that for the Washington D.C. Chamber of Commerce to economically-challenged neighborhoods of urban Chicago to country-level support in African nations. Prior to consulting, Ms. Katona served as Vice President and Senior Director of Professional Development at the International Economic Development Council. There she designed and managed the professional training and certification programs currently used as the benchmark for regional and local practitioners throughout the U.S. and beyond. Within the first four years of establishing the IEDC education program, over 2,500 professionals attended at least one of the ten courses developed and managed by Ms. Katona. She holds a Masters of Arts in Brain and Behavior Neuroscience from Michigan State University and a BA in Music from Smith College.