HomeMy WebLinkAboutExplorer Solutions, Inc 3/24/2014 CONSULTANT AGREEMENT
THIS AGREEMENT, made on the 28th day of March, 2014, by and between the
CITY OF OSHKOSH, party of the first part, hereinafter referred to as CITY, and Explorer
Solutions, Inc., hereinafter referred to as the CONSULTANT,
WITNESSETH:
That the CITY and the CONSULTANT, for the consideration hereinafter named,
agree as follows:
ARTICLE I. SENIOR PARTNER/PROJECT MANAGER
A. Assignment of Senior Partner/Project Manager. The CONSULTANT shall assign
the following individual to manage the project described in this contract:
Christian Perreault, Senior Partner
Explorer Solutions Inc.
3780 Pinebrook Circle
Suite 602
Bradenton, FL 34209-8032
B. Changes in Project Team Staffing. The CITY shall have the right to approve or
disapprove of any proposed change from the individual(s) named in the Project Team. The
CITY shall be provided with a resume or other information for any proposed substitute and
shall be given the opportunity to interview that person prior to any proposed change.
ARTICLE II. CITY AUTHORIZED REPRESENTATIVE
The CITY shall assign the following individual to manage the project described in this
contract:
Allen Davis, Community Development Director
City of Oshkosh
215 Church Ave.
PO Box 1130
Oshkosh, WI 54903-1130
ARTICLE III. SCOPE OF WORK
The CONSULTANT shall provide the services described in the CITY'S Request for
Proposals and Proposal of the CONSULTANT. The CONSULTANT bid is attached as
Exhibit A, and is incorporated into this agreement to the extent it does not conflict with the
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CITY'S Request for Proposals, or this agreement.
The CONSULTANT shall provide the services described in its proposal attached
hereto and incorporated herein by reference.
The CONSULTANT may provide additional products and/or services if such
products/services are requested in writing by the Authorized Representative of the CITY.
ARTICLE IV. CITY RESPONSIBLITI ES
The CITY shall furnish, at the CONSULTANT'S request, such information as is
needed by the CONSULTANT to aid in the progress of the project, providing it is
reasonably obtainable from CITY records.
To prevent any unreasonable delay in the CONSULTANT'S work the CITY will
examine all reports and other documents and will make any authorizations necessary to
proceed with work within a reasonable time period.
ARTICLE V. TIME OF COMPLETION
All work to be performed under this contract shall be completed on or before August 1,
2015 unless the parties agree in writing to extend this date.
ARTICLE III. PAYMENT
A. The Contract Sum. The CITY shall pay to the CONSULTANT for the
performance of the contract the total sum of$184,200 for the Aerospace Cluster Study
Oshkosh Region Defense Industry Diversification Initiative, Phase 1 and Phase 2,
adjusted by any changes as provided in the proposal, or any changes hereafter mutually
agreed upon in writing by the parties hereto.
B. Method of Payment. The CONSULTANT shall submit monthly statements for
services. The CITY shall pay the CONSULTANT within 30 calendar days after receipt of
such statement. If any statement amount is disputed, the CITY may withhold payment of
such amount and shall provide to CONSULTANT a statement as to the reason(s) for
withholding payment.
C. Additional Costs. Costs for additional services shall be negotiated and set forth
in a written amendment to this agreement executed by both parties prior to proceeding with
the work covered under the subject amendment.
ARTICLE IV. CONSULTANT TO HOLD CITY HARMLESS
The CONSULTANT covenants and agrees to protect and hold the CITY harmless
against all actions, claims and demands of any kind or character whatsoever which may in
any way be caused by or result from the intentional or negligent acts of the CONSULTANT,
his agents or assigns, his employees or his subcontractors related however remotely to the
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performance of this Contract or be caused or result from any violation of any law or
administrative regulation, and shall indemnify or refund to the CITY all sums including court
costs, attorney fees and punitive damages which the CITY may be obliged or adjudged to
pay on any such claims or demands within thirty(30) days of the date of the CITY'S written
demand for indemnification or refund.
ARTICLE V. INSURANCE
The CONSULTANT shall provide insurance for this project that includes the CITY as an
additional insured. The specific coverage required for this project are identified on a
separate document.
ARTICLE VI. TERMINATION
A. For Cause.
If the CONSULTANT shall fail to fulfill in timely and proper manner any of the obligations
under this Agreement, the CITY shall have the right to terminate this Agreement by written
notice to the CONSULTANT. In this event, the CONSULTANT shall be entitled to
compensation for any satisfactory, usable work completed.
B. For Convenience.
The CITY may terminate this contract at any time by giving written notice to the
CONSULTANT no later than 10 calendar days before the termination date. If the CITY
terminates under this paragraph,then the CONSULTANT shall be entitled to compensation
for any satisfactory work performed to the date of termination.
This document and any specified attachments contain all terms and conditions of
the Agreement and any alteration thereto shall be invalid unless made in writing, signed by
both parties and incorporated as an amendment to this Agreement.
In the Presence of: CONSULTANT
By:
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By:
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CITY OF OSHKOSH
By: Q,1,__ jt .�-1���
Mark A. Ro loff, City Manager I
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Pamela R. Ubrig, City Clerk
APPROVED: I hereby certify that the necessary provisions
have been made to pay the liability which will
accrue under this contract.
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Service Offer
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Aerospace Cluster Study
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Oshkosh Region Defense Industry
Diversification Initiative
City Of Oshkosh, WI
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March 10, 2014
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Notice of confidentiality
The content of the present service offer is private and confidential and cannot be reproduced, in
full or in part, except only if necessary for evaluation purposes of the offer. The recipient
promises to preserve the confidential character of the information contained in the present
service offer and will take all necessary actions to prevent non-authorized copying, divulgation
or transmission, in part or in full, of this information.
The recipient also promises not to use, modify, translate, adapt, convert or exploit the content of
the present service offer, and not to permit access to competitors of Explorer Solutions, without
written consent from Explorer Solutions.
PO Box 803
Bradenton, FL 34206
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Table of Contents
TABLE OF CONTENTS 3
1. INTRODUCTION AND COMPANY OVERVIEW 4
2. INTERVIEW AND DISCLOSURE 6
3. COMPANY INFORMATION AND POINT OF CONTACT 6
4. THE OBJECTIVE OF THE STUDY 6
5. METHODOLOGY 8
5.1 PHASE 1 8
5.1.1 Group 1 - Research and identify innovative sustainable aerospace, aviation and
defense concepts and niche projects 8
10
5.1.2 Group 2- Presentation and selection of niche clusters
5.1.3 Group 3- Validation of the chosen niche cluster 10
5.1.4 Phase 1 Deliverables, Milestones and work process 10
5.2 PHASE 2 11
5.2.1 Group 1 — Create the Steering Committee 11
5.2.2 Group 2—Advanced Cluster Definition 13
5.2.3 Group 3—Presentation of the Final Report 13
5.2.4 Phase 2 Deliverables, Milestones and work process 14
5.3 OPTIONAL SERVICE FOR"OTHER"AIRPORTS 15
5.3.1 Phase 1 added services 15
5.3.2 Phase 2 added services 15
6. AMONG OUR CLIENTS 16
7. RESOURCES 20
8. IMPLEMENTATION PERIOD 23
9. BUDGET 23
9.1 FIXED PRICE COMPENSATION: 23
9.2 OPTIONAL SERVICES 23
9.3 NVOICING AND PAYMENT: 23
10. WHY US 24
11. SIGNATURE 24
12. ANNEX A 25
13. ANNEX B 26
14. ANNEX C 27
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1. Introduction and company overview
Explorer Solutions Inc. is a team of consultants specialized in airport planning & development,
economic development and aviation & aerospace. We are pleased to have the opportunity to
present our services and solutions to the City of Oshkosh, WI and to CHAMCO INC in response
to the Aerospace Cluster Study Request for Proposal.
For this project, we have assembled a team of experienced senior consultants with core
competencies in economic development, airports, aerospace and aviation. This team will be
supported by strong analysts and dedicated administrative personnel. Our expert consultants
are very dedicated, and provide quality professional work in line with requirements, and can
input their vision and strategic analysis to enhance the final product. Explorer Solutions has
more than 150 years of combined experience in management and consulting services to
airports and aerospace manufacturers.
Explorer Solutions was created in 1995, with two offices; one located in Montreal (Canada), the
other in Toulouse (France). In 2009, we opened a US company "Explorer Solutions Inc.," today
headquartered in Bradenton (FL). We have also added an office in Marquette (MI) and Brantford
(ON - Canada). Explorer Solutions offers a range of consulting services tailored to meet your
requirements. The added value of our services stems from our ability to develop and deliver real
solutions adapted to your reality and objectives.
From our various mandates, we are in constant contact with a host of small to large aerospace
manufacturers and services providers, aviation-related companies, as well as airports.
Our work is based upon business models that are viable, enduring, and profitable for our clients.
We have built our reputation on the value and scope of our ideas and deliverables, as well as on
the depth of our involvement. Not only will we provide you with the highest quality work, but we
will present the results in a useable and easily understandable format. You will benefit from a
series of down to earth business solutions that can be developed and implemented in the short
term.
Over the years, Explorer Solutions has developed a unique methodology to improve and
accelerate economic development, investment attraction and supply chain development at
airports and within communities. This methodology is perfectly suited to meet the requirements
and objectives of this RFP. We have branded this strategy our "Airport Strategic Positioning
Initiative." This methodology is presently being used to develop airparks and aerospace clusters
at various airports in North America and Europe.
Our methodology evolves over three phases with the first two perfectly structured to meet the
objectives of this RFP. The methodology covers the research and identification of aerospace
niche projects and clusters that match airport and regional assets and infrastructure, recruitment
of companies and investors interested in joining the cluster, and the development of marketing
activities such as web site and marketing tool preparation to help launch cluster activities.
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In Article 5, we present step by step activities from our methodology to meet the RFP
requirements and help the Oshkosh region develop a structured aerospace cluster.
Award
In 2012, Explorer Solutions and its client, the "Upper Michigan Green Aviation Coalition"
(UMGAC) were recognized by the International Economic Development Council (IEDC) during
its Annual Conference Awards Ceremony. Under the leadership of senior partner Christian
Perreault, Explorer Solutions was instrumental in the formation of UMGAC, a regional
aerospace cluster that has joined industry partners to develop the green aviation supply chain in
Michigan's Upper Peninsula.
During the same ceremony, UMGAC and Explorer Solutions received two awards. First a Silver
Award for the creation of the cluster under the "Regionalism and Cross-border Collaboration
category" - Population 200,000-500,000, and a Gold Award for the "Michigan Green Aviation
Conference Series" in the "Special Event category" - Population 200,000-500,000. The
conference hosted guest speakers from Boeing, Bombardier, Lockheed Martin, Northrup
Grumman, Academia and a host of Tier 1 and Tier 2 companies. The conference was
instrumental in developing business ties and contracts between Upper Peninsula companies
and aerospace Tier-1 and OEMs.
Cluster development
Over the last five years, our firm has been involved with the development of multiple aerospace
clusters at local, regional and international airports. Explorer Solutions has been involved with
aerospace clusters linked to aircraft maintenance (turbo prop, narrow body, wide-body), aircraft
refinishing and interior manufacturing, aircraft dismantling & recycling, unmanned aerial
systems, aircraft management, light weighting of military aircraft and ground vehicles, airport
security, automation of airport ground handling services, green aircraft manufacturing and
numerous others (see "Among our clients" section 6).
Aerospace manufacturing
Our firm also provides direct services and is closely networked with aerospace manufacturers
throughout North America and Europe. We provide these manufacturers with business
Intelligence & Networking services as well as business strategies and market development. Our
team supports building the right relationships (identification of suppliers), business development
and marketing, bid and proposal writing and coaching, contract negotiation and senior
management coaching.
Lead office
For this mandate, the work will be led by our US office with strong support from the Montreal
based team.
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2. Interview and Disclosure
We confirm that our team is willing to attend an interview with the project Oversight and/or
Selection Committee in accordance with article 6.7 of the RFP.
We confirm, in accordance with article 9.5, that there is no direct or indirect relationship or
ownership or financial interest between City of Oshkosh or CHAMCO or DoD employees and
Explorer Solutions.
3. Company information and point of contact
Office address Mailing address
Explorer Solutions INC Explorer Solutions INC
3780 Pinebrook Circle PO Box 803
Suite 602 Bradenton, FL 34206
Bradenton, FL 34209-8032
Point of contact
Christian Perreault, Senior Partner
Email: christian.perreault(a�explorersolutions.ca
Phone: 404-433-4249
Fax: 514-375-1388
4. The objective of the Study
The objective of the study is targeted towards expansion of existing manufacturers and/or
development or location of new aerospace related companies to the region, with the City as the
lead community. Other airports in the region may be included in the Study if they want to do so,
have similar strategic goals to grow an aerospace business cluster and if they have sufficient
assets to support such a cluster. Other airports include Fond du Lac, Outagamie County and/or
Waushara County. The City will work with the consultant and surrounding airports to determine
who wants to and should be included in the Study.
The City of Oshkosh and CHAMCO would like the consultant to help identify a (a few) niche
aerospace cluster and attract investors to that cluster for the purpose of driving the development
of a new 80 acres parcel of land recently acquired adjacent to Wittman Regional Airport. Among
some of the key potential partners, the consultant will have to evaluate and try to best leverage
opportunities stemming from the EAA and attendees to the largest general aviation event in the
world hosted annually at the airport.
The consultant will also look at diversification opportunities for local and regionally located
companies faced with the downsizing of military contracts linked to. Oshkosh Defense and other
military OEM and Tier-1 in the region. Understanding the main capabilities, products and
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services of these companies but as well looking at research and development activities, unique
technologies and R&D equipment available will play a key role in identifying an aerospace
cluster that could support growth of local companies and attract new investors.
To meet the objectives of this mandate, the consultant will also meet with Academia
(Universities and colleges) in the region. The focus will again be to understand the various
technologies being studied, developed and tested by the various professors, scientists and post-
graduate students. These technologies may also play a key role in the identification of the best
niche cluster. Universities and colleges are also usually well equipped with unique equipment
and labs that can be leveraged in various ways. On the academic size, we will also access the
various graduate and post-graduate programs offered by the Universities and Colleges to best
understand how they can help provide the required qualified pool of labor and help diversify skill
sets and competencies of former defense related employees and others.
In working to meet the objectives of the mandate, the consultant will also evaluate and
understand various regional and state initiatives like Aerolnnovate and State of Wisconsin
efforts to grow and support an aerospace consortium. A review of the more than 140 Boeing
suppliers, Gulfstream suppliers, Kestrel suppliers and others will also help structure the
development of the niche cluster.
The objectives of the mandate are also to attract investors to the cluster through the concept of
developing a steering committee. The steering committee plays a clear role in the definition and
preparation of the business plan of the cluster. The steering committee is formed of companies
from the region (average 30%) and from potential investors from outside the region, the state
and from abroad (average 70%). These companies have been identified and preselected to
meet the objectives, core activities and vision of the niche cluster. They can contribute by their
expertise and experience to structuring the cluster, identifying the required infrastructure,
defining the best legal model, the best operational structure and the required financial montage.
Within the framework of the first steering committee, the consultant will work to identify with
local stakeholders, main workforce needs and gaps and define strategies to fill those gaps. A
similar task will be carried out to identify supply chain gaps and strategies to fill those gaps.
The consultant will play a key role in managing and driving the steering committee through, first
the recruitment/attraction of the companies, academia, key strategic partners to the steering
committee, and second by preparing the draft structure, operational model, list of services,
tentative infrastructure needs, R&D focuses, legal model and a brief overview of each of the
companies and partners attending the steering committee.
After the first steering committee meeting, the consultant will prepare the business plan of the
cluster including a full financial model. The business plan will define the legal and operational
structure of the cluster, the required infrastructure, the market analysis, targeted clientele,
business development strategy and marketing tools along with board of direction structure,
management team requirement and task description.
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A second steering committee meeting will be held to present and discuss the business plan.
During that same meeting, companies and partners will be asked to confirm their interest to
invest locally and be involved as an active member of the cluster.
The end result is to identify and attract, as a starting point, from five to 8 eight new investors and
help grow a similar number of local companies. The methodology section in the next pages will
present the step by step approach we suggest to meet the objectives of the request for
proposal.
5. Methodology
To reach and meet the objectives of this mandate, we suggest using our Airport Strategic
Positioning Initiative methodology. The methodology is perfectly aligned with the Study
objectives/outline and the scope of services. We suggest the work be done using a two phase
approach.
Phase 1 will focus on identifying potential, targeted and validated niche clusters, matching the
strengths and weaknesses of the airports and of the central Wisconsin region. Multiple steps will
lead to the identification of three such clusters; other steps will help the Oversight Committee
choose the most promising niche cluster. We will also validate the niche cluster with industry
and academia to support the choice of the committee.
Phase 2 will focus on the creation of an industry-lead Steering Committee formed of regional,
national and international manufacturers, financial groups, academia and regional stakeholders.
This committee will lead the development of the cluster business plan and financial model, and
support further project definition and enhancement. Phase 2 will lead to the identification and
confirmation of investors, clients and suppliers of the cluster.
To achieve these phases, Explorer Solutions will devote its resources, and make use of its
international network of aerospace contacts, in-depth research capabilities, cluster development
skills and experience. More precisely, we will undertake the following tasks:
5.1 Phase 1
Our Phase 1 work is divided into (3) three main groups of activities. Each group will generate
key deliverables and meetings with the client.
5.1.1 Group 1 - Research and identify innovative sustainable aerospace, aviation and
defense concepts and niche projects.
5.1.1.1 The mandate will begin with a kick-off meeting with the client. The purpose for this first
meeting is to discuss and ensure that both the client and Explorer Solutions fully
understand the objectives of the mission, as well as the scope of the information and
documents to be provided. We will also discuss the nature of the documents and tasks
we will require from the client. The meeting will enable us to gain a better understanding
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of the strategic and political issues surrounding the airport/region, as well as to obtain
additional relevant information.
5.1.1.2 Review strengths, weaknesses, Opportunities and Threats (SWOT) of Wittman Regional
Airport/City of Oshkosh/Winnebago County and the three other airports and communities
identified in the RFP (this part of the mandate will be completed through interviews with
pre-identified individuals and corporations, but also by reviewing/reading existing
studies, reports and strategic plans prepared for either the airports, the local/regional
economic development offices, labor organizations and/or the state of Wisconsin. Our
review will be completed by web research.
From this SWOT review, we will recommend which "other" airports and communities
offer a good potential for the cluster development. From this recommendation, talks can
be initiated with these airports/communities to gauge their interest in being involved in
the Study (please see the "Optional Service for Other Airports" offer section —Article 5.3
for the proposed scope of work for other airports and communities and the associated
budget).
5.1.1.3 We will organize a minimum of(2) two focus groups (this number of focus groups can be
increased according to the number of Airports/Cities/Counties participating in the Study)
and (15-20) fifteen to twenty private (one-on-one) interviews with local industry leaders,
strategic partners (economic development agencies, venture capital, state or federal
agencies), as well as with airports and community leaders (again this number can be
increased if more airports/communities are involved). The purpose of these focus groups
and interviews is to help identify local and regional strategic activities, regional clusters
and major economic assets.
5.1.1.4 Our team will conduct a benchmark of(6) six similar airports in North America, based on:
the length of the runways, similar economic regions, and comparable demographic sizes
of the surrounding communities. (We will use Wittman Regional Airport and the City of
Oshkosh as a baseline for the benchmarking unless otherwise advised).
5.1.1.5 Through our international network of contacts, we will research and validate world
market trends, niche clusters and opportunities that match our analysis of the SWOT
identified within the community, and at the airports. We will also consider niche clusters
that are viable with current airport facilities, infrastructure and assets.
5.1.1.6 From the work already undertaken, we will identify and recommend three niche clusters.
For each of these niche clusters, we will conduct a market analysis of each niche cluster
offering background information to the client on why this niche cluster would have a
chance to grow within the region and how it could impact local/regional companies.
5.1.1.7 Our team will prepare a preliminary report (PowerPoint presentation) based on the (3)
three niche clusters previously chosen and offering the best growth potential for the
client, the airports and the communities.
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5.1.2 Group 2 - Presentation and selection of niche clusters
5.1.2.1 We will organize a preliminary report presentation meeting with our client to introduce
the results. The presentation will include the (3) three niche clusters, the market analysis
of each niche cluster, and the framework for the development of each cluster including
the objectives of each, the assets and added value activities to the client and local
companies, for the airports and communities, the targeted clientele and market of each
cluster, as well as the proposed legal and business models.
5.1.2.2 We will help the client study the niche clusters through guidance and follow-up
information. In the end, we will ask our client to list the (3) three niche clusters in order of
preference.
5.1.3 Group 3 -Validation of the chosen niche cluster
5.1.3.1 Our team will perform a validation of the selected cluster with aerospace, aviation and
defense industry leaders and strategic partners, at state, national and international
levels. Through meetings and conference calls held with at least (20) twenty pre-defined
aerospace companies and/or strategic partners, we will introduce the niche cluster, and
discuss with them the concept and assess their interest to follow and become involved
with the development cluster.
5.1.3.2 We will collect the comments received from the companies and include them in the final
version of the Phase 1 report. This final report will be presented and discussed with the
client.
5.1.4 Phase 1 Deliverables, Milestones and work process
a) Explorer Solutions will provide agendas and minutes for all meetings
b) Our team will prepare for the launch meeting, a list of potential invitees and targeted
executives for the focus groups and one-on-one interviews. This list will be discussed and
validated with the client.
c) The client will provide support toward the identification of companies to be invited to the
focus groups and one-on-one meetings. The client will have the choice of sending the
invitation letters or our team can do it.
d) Explorer Solutions will provide a draft invitation letter for the focus groups to be discussed
and validated by the client.
e) Explorer Solutions will present a preliminary benchmarking report for discussion on week 6
plus a summary of the comments and ideas coming out of the focus groups and interviews.
f) Our team will present a preliminary report with market analysis of (3) three identified niche
clusters during week 10 of the work schedule, also including the final benchmarking report.
g) Explorer Solutions will present a final report on Week 14 of the work schedule.
h) Four meetings between Explorer Solutions and the client are scheduled during Phase 1:
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Activities Location Date
Kick-off meeting At the client's office Week 2
Focus groups and one-on-one interviews At Wittman Airport and Week 6
visiting the companies
Update meeting 1 with the client At the client's office Week 6
Preliminary Report Phase 1 Presentation meeting At the client's office Week 10
Final Report Phase 1 meeting At the client's office Week 14
5.2 Phase 2
Our Phase 2 will immediately follow the end of phase 1. It will also be divided into (3) three main
groups of activities. Each group will generate key deliverables and meetings with the client.
5.2.1 Group 1 — Create the Steering Committee
The first steps of Phase 2 will target the creation of an industry-lead Steering Committee. The
objectives for the creation of the steering committee are to:
a) Help identify key companies, academia or partners that could play a strategic role and
provide added value to the cluster;
b) Provide opinion, feedback and recommendations to structure the cluster services, the
cluster operational and legal structure and required infrastructure
c) Actively participate in the drafting of a comprehensive business plan and financial model
including a ten year growth strategy
d) Actively participate in business development activities and promote the cluster to
Government and the Aerospace sector.
To create the steering committee:
5.2.1.1 Phase 2 work will also begin with a kick-off meeting with the client (this meeting can also
be done during the Phase 1 final report meeting). The purpose of the meeting is to
discuss and present a first list of targeted manufacturers and strategic partners that
could become members of the steering committee. We will go over the objectives, roles
and tasks of the Steering Committee, review the work agenda and the mission
statement. We will review the assets of the airports and Counties that can be leveraged,
and survey the international events that offer good marketing opportunities linked to the
niche project.
5.2.1.2 Our team will proceed to contact the various targeted companies and partners (between
50 to 75 companies) to meet with and present the niche cluster and regional assets.
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Prior to the Phase 2 launch meeting, a Win Strategy, including a summary of the project,
will be defined, with the objective of maximizing return on investment. The most
interested companies will be invited to participate in the Steering Committee.
5.2.1.3 Throughout the meetings, we will actively pursue Steering Committee participation,
survey the interest of the decision makers toward the niche cluster, understand their
short and medium-term goals, and see how their activities can benefit from the cluster.
5.2.1.4 Before presenting the project and its location, we will obtain a signed non-disclosure
agreement from all the parties interested.
5.2.1.5 Once we have confirmed 20 to 30 companies, we will organize the first (of two) Steering
Committee meetings. The meeting will be held either at the client's office, or at one of
the major aerospace events, upon consensus with the client. The purpose of this first
meeting is to provide the companies with a clear understanding and a complete overview
of the cluster. We also wish to have the companies comment and offer
recommendations and guidance on the main business plan sections (scope of services,
targeted markets and clientele, research and development activities, legal and
operational structure, management team and human resources, infrastructure, supply
chain management, budget and timeline).
Our team will prepare a "Partner's Handbook" for the first steering committee meeting.
The document will include a brief presentation of each company attending the meeting
along with draft definitions and a vision for each of the business plan sections previously
mentioned.
Our team will assist the client in chairing and leading this first meeting. We will also
provide the meeting agenda, invitation letter and all other required documentation. We
will coordinate the organization with our client.
The meeting itself is expected to last 31/2 to 4 hours. We suggest lunch be provided by
the client. Afterwards, we organize technical presentation from some of the key
companies attending, followed by an airport/City tour. Companies will be asked to come.
in the evening before the meeting and a welcome cocktail can be hosted. The day will
end around 3:00 p.m. so attendees can catch flights back around 4-5 pm.
5.2.1.6 From the feedback and comments of the Steering Committee members, we will proceed
to further define and enhance the economic, commercial and legal business models of
the project.
5.2.1.7 We will conduct a detailed analysis on all of the information gathered, and prepare a
preliminary report covering all recommendations, key elements, stumbling blocks and
key drivers resulting from the meeting.
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5.2.1.8 We will conduct the administrative follow-up with the committee members.
5.2.2 Group 2—Advanced Cluster Definition
5.2.2.1 During this phase, we will proceed with the members of the Steering Committee either
individually or collectively, to define, quantify, estimate and evaluate each sub-sector
(R&D, training, manufacturing, maintenance and/or support) of the selected cluster. We
will conduct this activity by telephone interviews, individual and/or group meetings.
5.2.2.2 We will proceed to write a full business plan detailing the steps to develop an
aviation/aerospace park and cluster as well as steps to implement. The plan will include
a portrait of aviation/aerospace workforce needs and gaps and a strategy to meet and fill
those needs/gaps. The business plan will also identify supply chain needs and gaps and
provide a strategy to address those. A complete financial model and budget estimate for
start-up activities and a 10 year projection along with funding scenarios will be provided..
The business plan will also touch on the legal and operational model of the cluster, the
range of services, the management team, the market analysis and marketing plan.
5.2.2.3Throughout the business plan preparation period, we will remain in contact with all
steering committee members and provide a monthly "cluster newsletter" to keep them
informed of the progress of the cluster.
5.2.2.4 Once we have completed the business plan, we will invite the companies to attend the
second steering committee meeting. The main objective of the meeting is to present the
business plan detailing steps to develop the cluster and aviation/aerospace park. During
the meeting, we will encourage the companies to challenge the plan and provide
recommendations to support the launch and growth of the cluster.
The 2nd steering committee meeting will also serve to validate the interest of potential
investors in the cluster. We will discuss with them key critical factors that will influence
their decision-making process leading to relocating or expanding within the cluster and
park.
5.2.2.5 We will integrate and upgrade the business plan from the s input received.
5.2.2.6 We will reach out to the companies to obtain a Letter of Interest and guide those
interested to locate at the airport/city toward the local economic development agencies.
5.2.3 Group 3— Presentation of the Final Report
5.2.3.1 Explorer Solutions will submit its final report, including: the action plan to launch the
cluster, a listing of opportunities for increased sales for impacted OC suppliers due to
diversification, and new market growth opportunities for the region stemming from the
cluster.
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5.2.4 Phase 2 Deliverables, Milestones and work process
a) Explorer Solutions will provide agendas and minutes for all meetings.
b) The client and Explorer Solutions will validate together the list of targeted companies and
define a win strategy for both local and international companies.
c) The client will provide, at no charge, a conference room and presentation equipment for the
meetings.
d) Explorer Solutions will provide a draft invitation letter for the steering committee to be
discussed and validated by the client.
e) The client and Explorer Solutions will remain in constant contact to address and validate the
information gathered.
f) Explorer Solutions will prepare a Partner's Handbook for the first steering committee
meeting.
g) Explorer Solutions will prepare the cluster business plan including the workforce gap
analysis and strategy and the supply chain gap analysis and strategy.
h) Explorer Solutions will present a final report on Week 6 of the work schedule.
i) At least nine (9) official meetings between Explorer Solutions and the client are planned
and budgeted during Phase 2; however, a series of phone and web conferences may also
be required:
Meetings: Week
Launch Meeting - List of targeted companies and potential partners 15
1st Update report and briefing — list of companies met— state of development of 24
the Steering Committee—comments and ideas suggested by the companies
2nd Update report — status on the number of companies confirmed for the 28
Steering Committee and project definition
3rd Update report — status on the number of companies confirmed for the 34
Steering Committee and project definition
First Steering Committee meeting 40
•4th Update report — feedback from the first Steering Committee meeting — 45
business plan preparation update and other industry updates
5th Update report — business plan preparation update and other industry 50
updates
6th Update report — business plan preparation update and other industry 55
updates
Second Steering Committee meeting 60
Final report 66
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5.3 Optional Service for "Other" airports
In line with the possibility of adding up to three other airports and communities to the scope of
work of this Request for Proposal, we foresee the following added tasks will be needed to
properly integrate them in the cluster development. We present these tasks for each of the two
suggested Phases. The Optional Services would be carried out following the same time frame
presented in Phase 1 and Phase 2.
5.3.1 Phase 1 added services
5.3.1.1 Our team will hold one focus group and at least 7 one-on-one meetings in each of the
added airports/communities.
5.3.1.2 We will integrate the added airport's assets in the overall cluster strategy and in the
evaluation of market trends and opportunities that will lead to the choice of
aerospace/aviation cluster.
5.3.1.3 Our team will develop the cluster strategy as a multi-site airpark.
5.3.1.4 The validation process will include the multi-site approach.
- We recommend the added airports be invited to attend the Oversight committee meetings
5.3.2 Phase 2 added services
5.3.2.1 We will expand the workforce gap/needs analysis and strategy to include each of the
added airports/communities
5.3.2.2 We will expand the supply chain gap/needs analysis and strategy to include each of the
added airports/communities
5.3.2.3 We will integrate the assets, infrastructures and chart and data of each added airport in
the business plan and overall implementation strategy
5.3.2.4 Our team will develop targeted cluster sub sectors for each of the airports/communities
to offer best value to the companies looking to locate in the region.
Please see the budget section (Article 9) for the cost of the Optional Services.
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6. Among our clients
The following are cluster projects we have worked on over the last few years in the US, Canada
and Europe.
Clermont-Ferrand Airport (Auvergne Economic Development Agency (France))
Cluster name: AIRSET
Cluster focus: Aircraft Asset Management and Maintenance ' ` - --. .:- —R.'"
Targeted clientele: Business jet and Regional jet owners `-
Contact: Ms Sarah Chatellier
Phone: 33 0 4 73 31 84 42 • , ■ -
Duration of mandate: 2004 - 2006 -
Details:
The Agency was seeking help to attract investment to the airport. Our Airport Strategy Positioning
Initiative was offered and retained with the purpose of identifying aerospace niche markets and
attracting investors. The Clermont-Ferrand Airport (Auvergne) is a regional airport offering daily
flights to ten destinations in France and Europe. The positioning adopted was aircraft asset
management and associated services (maintenance, storage, paint, modification, completion,
certification). Project started full operations in 2006.
Alma Airport Authority (Quebec)
Cluster name: CED Alma (Drones Centre of Excellence) _ ,
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Cluster focus: Unmanned Aerial Systems (drones) .
Targeted clientele: Commercial UAS market - - g.
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Contact: Mr. Nicol Minier or Mr. Marc Moffatt ' . M; „ , ---
Phone: 418 669-5104 ="
Duration of mandate: 2008- 2012 r
Details: The Alma Airport was seeking help to develop the airport. Our Airport Positioning Strategy
Initiative was offered and retained with the purpose of identifying aerospace niche markets and
attracting investors. Alma is a small local airport with general aviation and helicopter services
provider. The final branding is an Unmanned Aerial System (UAS) Center of Excellence. The project
encompasses flight testing activities, research and development on UVS, pilots and operation
personnel training, aerial operations and a think tank on doctrine and future evolution of UVS.
Project started full operations in 2011
Web site: http://www.cedalma.com/en/
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Sawyer international Airport and Telkite Technology Park(Michigan, USA)
Cluster name: AEROTECH + UMGAC
Cluster focus: Aircraft Dismantling and Recycling
Targeted clientele: Commercial airlines & leasing companies
Contact: Ms Vikki Kulju, Executive Director
Phone: 906-346-3333 Ext 15
Duration of mandate: 2008 -2011
Details: The Sawyer Airport Authority, Marquette County and the Telkite Technology Park were
seeking help to develop the airport and adjacent technology park. Sawyer Airport is a former US air
force strategic bomber command airport closed in 1995. The branding is AERO-TECH Recycling;
the positioning is aircraft dismantling, recycling, maintenance of parts and components and sales
and distribution of the recertified parts.The R & D side of the project is underway and the main
dismantler never signed the leasing agreement and a new dismantler is on the verge of coming on
board.
A spin-off of the AEROTECH work is the Upper Michigan Green Aviation Coalition (UMGAC). The
Upper Michigan Green Aviation Coalition is a group of private and public sector stakeholder
members of an industry cluster surrounding the concept of green aviation. The membership is
comprised of companies and industry experts from around the world including Switzerland, France,
Canada and the United States.
Web site: http://www.migreenaviation.com/
Houghton County Memorial Airport and MTEC Smart Zone (MI, USA)
Cluster name: GREENFORCES
Cluster focus: Greener aircraft (light & durable parts) r � *
targeted clientele: Military aircraft and ground vehicles
Contact: Mr Glen Simula
Phone: 906.482.1235
Duration of mandate: 2010 - 2013
Details:
GreenForces is an industry and academia cluster. The mission of the cluster is to support business
development activities and find contracts for its members. The objective is to develop and
manufacture durable, stronger, greener and lighter advanced materials, parts & components and
technology solutions for the Aerospace and Defense industry. The cluster hired its CEO in October
of 2013. Web site: http://www.greenforcesllc.com/
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Michigan Advanced Aerial System Consortium (Alpena County Regional Airport, MI)
Cluster name: MIAASC --
Cluster focus: Unmanned Aerial System SC-
Targeted clientele: Military and Commercial UAS 7
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Contact: Ms Billi McRoberts
Phone: (989) 354-2907 ext 221
Duration of mandate: 2011 -2013
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Details:
This mandate started for the Alpena County Regional Airport and expanded to the Michigan
Advanced Aerial System Consortium (MIAASC), a Michigan state-wide Unmanned Aerial Systems
(UAS) cluster grouping UAS manufacturers, training schools and colleges, R &D partners and
academia, government agencies, maintenance groups and flight test activities. MIAASC drives two
business units: a) the flight test center and b) an industry consortium. The cluster was officially
launched on August 8th 2013.
Web site: http://www.michiganuasflighttestcenter.com/
Thunder Bay International Airport Authority(TBIAA) ON
Cluster name: Turbo Pro
i
Cluster focus: Aircraft Maintenance and Pilot Training
Targeted clientele: Turbo Prop aircraft operators
Contact: Mr Ed Schmidtke, Business Development Director
Phone: (807) 473-2602
Duration of mandate: 2011 - 2013
Details:
The project focused on the development of a turbo prop aircraft one stop shop for maintenance and
pilot training (potentially also mechanics/technicians training). The project involved up to 15
companies but a leading group of 7 companies were to be involved in the launch. These companies
were specialized in aircraft maintenance, painting, engine MRO, avionics, landing gears and training.
The cluster was to set up a marketing office to promote the services of the cluster members and
attract maintenance contracts to the airport. In June of 2013, TBIAA chose to halt the project due to
in-feuding between two airport tenants over the control and leadership of the cluster.
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Other Airport Strategic Positioning Initiative mandates
Client Cluster name Focus
Delta County Airport (MI) DELTA GREEN Aircraft and Marine interiors
Rotary Wing Flight Training and maintenance
Twin County Airport (MI) TWIN SERVICES Centre
Airport and Perimeter Security training and
Sherbrooke Airport (QC) ALERT education Center with a Technology
Integration Unit
La Sarre Airport (QC) SOL-AIR Aerial Work Pilot Training School
Saint-Jean Airport (QC) Aviation cluster focusing on very light jets
LIGHT JET CITY (sales, manufacturing, maintenance, training)
Oscoda-Wurtsmith Airport One stop shop for wide-body aircraft
(MI) TWIN AISLES maintenance
Otsego County Economic
Alliance (Gaylord Regional Automation of ground handling services at
Airport) (MI) AUTONOMOUS airports
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The team for this project will be composed of (3) three senior partners, a senior consultant, a
project manager and support staff. Christian Perreault will act as the lead.
Christian Perreault, MMI, BSc—Senior Partner, Airport Strategic Positioning and Development
Christian Perreault holds a Bachelor of Science and a Master's degree in
International Management from the University of Quebec, in Montreal.
_ Christian has been involved with airport planning/marketing and economic
°':=_. T development for twenty years. He's been heading the Explorer Solutions' team
` since 2006, and is the founder of the company's unique methodology to
support investment attraction at airports; branded the "Airport Strategic
Positioning Initiative." He previously was Vice-President — International
Business Development for the Longueuil Economic Development, and CEO of
the Haut-Richelieu Economic Council.
Christian's work has led to the creation of many aerospace clusters, such as the Upper
Michigan Green Aviation Coalition, the Unmanned Aerial System Center of Excellence - Alma
(Qc), and the Green Military Aircraft and Vehicle Research and Test Center (Houghton, MI). He
was the driving force behind many aerospace-related projects, such as the Canadian GNSS
Institute, the Longueuil Innovation Alliance Technology Park, and is actively involved in the
Canadian and US airport and aerospace scene. He's an active member of the Aerospace
Industries Association of Canada, the Canadian Association of Defence and Security Industries,
the Michigan Association of Airport Executives, the Wisconsin and Minnesota Airport
Associations, the Association of Unmanned Vehicle Systems International, the Airport
Management Council of Ontario, as well as the Quebec Airport Council.
Lionel Leveille— Senior Partner, OEM and Government Affairs
Lionel Leveille is a results-oriented executive with more than 35 years of
3 :. experience in management, senior management at executive positions. Lionel
,. $ `-' was formerly President and CEO of ADACEL inc a leading software innovation
? �" company, President and General Manager of Raytheon Systems Canada Ltd,
,, the world's leading supplier of solid state primary surveillance radars, Vice-
President Heroux Devtek Inc., a leading landing gear manufacturer and
supplier of repair and overhaul services for both the commercial and military
markets, Vice President and Assistant General Manager of the Bombardier
Aerospace Group Unmanned Aircraft Division, Executive Vice President, Oerlikon Aerospace
Inc. and held many positions at Canadian Marconi Company (now CMC Electronics), the latter
being Vice President, Avionics Division. Lionel was also Vice-Chairman and Chairman of the
Aerospace Industries Association of Canada (AIAC) and Vice-Chairman, Chairman and Past-
Chairman of the Canadian NATO Industrial Advisory Group (CNIAG). He holds current and past
membership in various associations, such as AIAC, U.S. Army Aviation, AFCEA, U.S. Air Force
Association, U.S. Navy League, Society of Logistics Engineers, CDIA and Alliance of
Manufacturers.
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Normand Landry— Senior Consultant, Maintenance and R & D
Normand Landry is a leader and team builder, specializing in Project and
Program Management, Business Planning, Business Development, Risk
Management, Project Financing and government relations. He's a 28-year
' �,�- military veteran, with a Bachelor's degree in Engineering from the Royal
."r Military College of Canada, and holds a Master's degree in Aeronautics, from
ILICanfield University, UK.
Normand has extensive knowledge and experience in the management of
large-scale aviation programs. He has successfully managed multi-national
programs over his career, both in the military and as a civilian. His
experience includes technical, R&D and program partnerships with military and civilian
organizations located in the United States, Australia, Finland, and Switzerland. The success of
these partnerships rests clearly on his ability to bring together, groups of people to work towards
a common goal; recognizing the technical and project risks, and ensuring mitigation was put in
place to proceed to a successful completion.
Fred Meade— Senior Partner, Economic Development and Technology Park
Fred Meade has enjoyed an extensive career in economic and technology
development on an international scale. He directed the economic
development offices of Sarasota, then Tampa, Florida; before embarking on
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technology development projects as the Director and Chief operating officer
' for the Virginia Tech Corporate Research Center and Penn State Research
Park, both with strong aeronautical engineering components and airport
properties. He recently completed a comprehensive feasibility study for a
science park at Embry Riddle Aeronautical University.
He has served as an officer and project team leader for Montreal based Corporate Affairs
International, followed by SNC Lavalin, one of the world's largest engineering firms. His work
has ranged from international projects with USAID and the Urban Institute, to major
corporations, universities and institutional agencies. He has served as an officer and board of
directors' member of the Association of University Research Parks (AURP), and board member
of the International Economic Development Council (IEDC), American Economic Development
Council (AEDC) among others. Fred holds a Bachelor's degree in Communications
Management, and a Master's degree in Urban Development Management.
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Alexandre-Thiery Girard — Director Project Management
Alexandre-Thiery holds a Master's degree in International Management from
HEC Montreal. He is a passionate of innovation strategy, technological
cluster creation, business development and management. Former sales and
-1114 Aiw.4- operations forecasting Leader at Aveos Fleet Performance, and commercial
and business development Analyst at Skyservice Business Aviation, he
managed several key business projects, developed new financial tools to
assess the profitability, and improved the. budget process and Key
gil - Performance Indicators of several business units. He also has a solid
experience in sales and maintenance planning, FBO management, charter
operations and aircraft management solutions. His great leadership, analytical capacities and
business acumen allow him to manage and deliver in timely manner complex projects with a
high standard of quality while respecting scope, time and budget. He recently joined Explorer
Solutions in 2011 as Director, Project Management.
Andrea Kwasnik—Senior Analyst
Andrea has been involved in the aviation industry for more than 15 years,
including diverse roles such as Flight Instructor, FBO Manager, and
Marketing coordinator for Diamond Aircraft, and Associate Editor of Wings
z A} and Helicopters magazines. Andrea holds a Bachelor of Arts in Economics
{= and a post-graduate diploma in Business Administration from Wilfrid Laurier
i, >f'. University in Waterloo, ON, and is a graduate of Seneca College's Aviation
and Flight Technology Program in Markham, ON, where she earned her
Ili Commercial Pilot Licence and Multi-IFR rating. Andrea is a member of
Women in Aerospace Canada, is a Director of the Northern Lights Award
Foundation, and is a past board member at the Brantford Municipal Airport.
Julien Verona— Market Analyst
Julien holds a master's degree in International Management from HEC
Montreal, and has acquired multidisciplinary experience favoring the
development of analytical skills. Recipient of a scholarship from HEC, he is
an aerospace enthusiast, and a specialist in innovative strategies. He is the
' � author behind a development model on open innovation in the space sector,
- and co-author of the report 'How to stimulate creativity within industrial
clusters'; on behalf of the Consortium for Research and Innovation in
Aerospace in Quebec (CRIAQ). As marketing manager for various
At' companies, Julien was involved in the drafting and the implementation of
several business plans, as well as different communication strategies for
social medias. He has worked for companies such as Fonkoze USA, ESIC, in addition to SMEs
of various industry groups. Within Explorer Solutions, Julien will be actively involved in the
development of industrial clusters, at a time when new international trends drive companies to
innovate through new strategies.
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8. Implementation Period
See Annex C for the complete work plan and associated timeline and milestones.
9. Budget
9.1 Fixed price compensation:
Our professional fees for this mandate are set at$184,200 USD. This amount includes all taxes,
travel expenses and administrative costs.
a) Cost breakdown per phase: Phase 1: $ 58 000 Phase 2: $ 126 200
b) Total cost and hourly breakdown per task/steps and staff members can be found in
Annex A for Phase 1 and 2 and in Annex B for the Optional Services.
9.2 Optional Services
Our professional fees for each/per added airport/community are set at $ 30,000 USD. This
amount includes all taxes, travel expenses and administrative costs.
9.3 Invoicing and payment:
The fixed professional fees are payable in (16) sixteen installments of $11,512.50 USD each.
The installment will be invoiced the first week of every month and are payable upon receipt.. If
Optional Services are required, the monthly installment amount will be modified to reflect the
added services.
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10. Why us
Explorer Solutions has been helping airport authorities create strategic positioning, niche
industrial clusters and value added concepts for over 10 years. With airports in almost every
state trying to develop airparks and aviation related clusters, competition is fierce. Most airport
and economic development executives are targeting the same companies and programs such
as business aviation, MRO activities, cargo & logistics, defense programs and large
manufacturers. To attract major aerospace industries, airport authorities need to create a
strategic environment (facilities, incentives, R&D labs, networks) and work on targeted industry
sub-sectors.
At Explorer Solutions, we have developed a unique expertise and methodology to address such
mandates and objectives. We can access an international network of contacts and provide you
with strategic business intelligence. We can create innovative niche clusters and airparks
fostering business development strategies and attracting investors. We have teams of
aerospace engineers, risk and finance managers and expert consultants who follow the daily
developments in the aerospace industry and provide us with up-to-the-minute targeted and
strategic business information and knowledge.
We feel our team is perfectly suited for this mandate. We fully understand the process and the
methodology, and we have travelled down similar paths many times over the past ten years. We
are proud to showcase our clients with operational aerospace clusters as examples.
We remain open to further interviews with the oversight committee and sincerely believe we
have the best team for the mandate.
11. Signature
For Explorer Solutions,
March 10, 2014
Christian Perreault Date
Senior Partner
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12. ANNEX A
MAIN TECHNICAL WORK PLAN
AEROSPACE CLUSTER STUDY-CITY OF OSHKOSH
EXPLORER SOLUTIONS
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1 CONTRACT MANAGEMENT
Contract management/accounting 8 8 16
Reporting 8 16 8 32
2 PlIASE 1 . ". . . . . -.-- . ... • , . . .
Launch meeting 8 8 4 10 2 32
SWOT review 2 2 4 30 2 40
Added airports SWOT review and recommendation 2 2 6 40 2 52
Benchmarking 1 1 4 21 2 29
Focus Groups and One-on-one meetings 30 25 , 6 60 4 125
Research and validation of world trends and niche clusters 4 4 30 10 80 128
Market analysis of the proposed clusters 5 5 10 14 80 2 116
Preliminary report writing and presentation 14 4 30 7 7 4 66
Cluster validation 2 2 20 2 4 30
Phase 1 Final Report 2 4 2 2 10
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Launch meeting 8 8 4 8 1 29
Meet,contact and attract companies to the steering committee 8 4 30 50 2 94
Recruitment document preparation and strategy 2 2 2 4 8 2 20
Non-Disclosure agreement 1 2 1 4
Partners Handbook 4 4 40 40 4 92
First steering committee 14 8 14 30 30 10 106
Preliminary report 2 7 10 2 21
Business plan preparation 24 8 140 60 .. 100 21 353
Workforce gap analysis and strategy 2 2 30 4 10 2 50
Supply Chain gap analysis and strategy 2 2 30 4 10 2 50
Financial Model 4 4 40 40 4 92
Newsletters and company networking 4 4 15 25 10 58
Second steering committee meeting 14 8 14 40 20 10 106
Letters of interest 4 4 20 30 4 62
Cluster and aviation/aerospace park business plan 8 8 20 20 20 8 84
Growth opportunities for DC companies 8 8 20 30 10 4 80
Update meetings 12 12 24 36 12 96
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PROJECT HOURS AND COST .. . .. . 207 . 65 435' 60 482 583- - 106 .-135
$21735 $8 125 $43500 $5100 $40 970 $34980 $6360 $5 400 $166170
I Travel and administrative fees $18 030
I TOTAL I $184 200
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13. ANNEX B
TECHNICAL WORK PLAN-OPTIONAL SERVICES PER AIRPORT
AEROSPACE CLUSTER STUDY-CITY OF OSHKOSH
EXPLORER SOLUTIONS
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Ph 1 Focus Groups and One-on-one meetings 10 8 3 30 2 53
Ph 1 Asset and supplier evaluation and integration 4 4 8 14 2 32
Ph 1 Multi-site cluster strategy 8 8 14 21 4 55
Ph 1 Multi-site cluster validation 4 4 6 10 1 25
Added reporting 2 2 6 6 2 18
Ph 2 Extended Workforce gap analysis and strategy 1 1 9 2 8 1 22
Ph2 Extended supply chain gap analysis and strategy 1 1 9 2 8 1 22
Ph 2 Extended business plan 4 4 20 10 20 4 62
Ph 2 Sub-sector cluster niche definition 10 20 30 30 4 94
i. . .
- 44 .4 68 81 117 30 21 . .•..
OPTIONAL SERVICES COST PER AIRPORT .
$4620 $500 $6 800 $1530 $6 885 $7020 $1 800 $840 $29 995
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ENCON Group Inc.
500-1400 Blair Place
Ottawa,Ontario KII 9B8
Telephone 613-786-2000
^�C on Toll Frele 613-786-2001
e Toll Free 800-267-6C,S4
wRw.encon.ca
Certificate
of Insurance
Issued to: CITY OF OSHKOSH WI
215 CHURCH AVE
PO BOX 1130
OSHKOSH WI 54903-1130
Commercial General Liability Insurance
Policy SGL422512
1. Named Insured: GROUPE CONSEIL Y INC. F.A.S.L.R.S.;
EXPLORER SOLUTIONS
2. Insured's Address: 205-1494 MONTARVILLE
ST-BRUNO QC J3V 3T5
3. Policy Period: from 16 September 2013 to 16 September 2014
at 00:01 local time at the Insured's address
shown above without tacit renewal
4. Limits of Insurance: (a) Aggregate Limit $2,000,000
(b) Each Occurrence Limit $2,000,000
(c) Bodily Injury/Property Damage $1,000,000
(d) Personal Injury/Advertising Injury $1,000,000
(e) Medical Payments - per person $5,000
- per accident $25,000
(f) Tenants' Legal Liability
- any one premises $500,000
Coverage Includes: (a) Separation of Insureds, Cross Liability
(b) Contractual Liability
(c) Products-completed Operations
(d) Contingent Employer's Liability
5. Property Damage $ 1,000
Deductible:
* All amounts shown in Canadian dollars
6. Insurers: Continental Casualty Company (CNA) 40.0%
Temple Insurance Company 25.0%
Aviva Insurance Company of Canada 20.0%
XL Reinsurance America Inc. 15.0%
7. This certificate provides the above Named Insured with coverage under the
aforementioned policy on file with the Insurers subject to the terms and
conditions thereof and the above limits of insurance and deductible.
8. Endorsement(s) : - Additional Insured
CITY OF OSHKOSH WI
The policy contains a thirty (30) day Notice of Cancellation to the certificate
holder listed above.
The Insurers have duly authorized ENCON Group Inc. to execute and sign this
Certificate of Insurance.
Dated: 08 April 2014
Jean F. Laurin, President
Authorized Representative
ENCON Group Inc.
4112!!" 500—1400 Blair Place
Ottawa,Ontario K1J 9B8
Telephone 613-786-2000
Facsimile 80-267-668
e ne on Toll re 800-267-6684
www.encon.ca
Certificate
of Insurance
Issued to: CITY OF OSHKOSH WI
215 CHURCH AVE
PO BOX 1130
OSHKOSH WI 54903-1130
Errors and Omissions Insurance
Policy SRD422512
1. Named INSURED: GROUPE CONSEIL Y INC. F.A.S.L.R.S.;
EXPLORER SOLUTIONS
2. INSURED'S Address: 205-1494 MONTARVILLE
ST-BRUNO QC J3V 3T5
3. Policy Period: from 16 September 2013 to 16 September 2014
at 00:01 local time at the INSURED'S address
shown above without tacit renewal
4. Limits of Liability: $ 1,000,000 per LOSS
$ 1,000,000 per policy period
5. Deductible: $ 2,500 per LOSS
* All amounts shown in Canadian dollars
6. INSURERS: Continental Casualty Company (CNA) 40.0%
Temple Insurance Company 25.0%
Aviva Insurance Company of Canada 20.0%
XL Reinsurance America Inc. 15.0%
This certificate provides the above Named INSURED with coverage under the
aforementioned policy on file with the INSURERS subject to the terms and
conditions thereof and the above limits of liability and deductible.
The policy contains a thirty (30) day Notice of Cancellation to the
certificate holder listed above.
The INSURERS have duly authorized ENCON Group Inc. to execute and sign this
Certificate of Insurance.
yoj
Dated: 08 April 2014
Jean F. Laurin, President
Authorized Representative
ENCON Group Inc.
500-1400 Blair Place
Ottawa,Ontario K1J 9B8
Telephone 613-786-2000
Facsimile 80-267-668e nc on Toll re 800-267-6684
www.encon.ca
Endorsement
Endorsement No. : 0010
Standard Form: C-1E0
Attached to and forming part
of Policy Number: SRD422512
Cancellation
In consideration of the premium charged, it is agreed that, in the event the
INSURERS or INSURANCE MANAGER cancel the Named INSURED'S policy, the INSURERS or
INSURANCE MANAGER undertake to give thirty (30) days written notice of such
cancellation to:
CITY OF OSHKOSH WI
215 CHURCH AVE
PO BOX 1130
OSHKOSH WI 54903-1130
Except as otherwise provided by this endorsement, all terms, provisions and
conditions of this policy shall have full force and effect.
Issued to: GROUPE CONSEIL Y INC. F.A.S.L.R.S. ;
EXPLORER SOLUTIONS
and all other INSUREDS under this policy.
Effective Date: 08 April 2014, 00:01 local time
Executed and signed on behalf of the INSURERS by ENCON Group Inc., as duly
authorized.
ykoj
Dated: 08 April 2014
Jean F. Laurin, President
Authorized Representative
ENCON Group Inc.
500—1400 Blair Place
Ottawa,Ontario K1J 9B8
Telephone 613-756-2000
Facsimile 613-786-2001 Toll re 800-267-6684
wuw.enc on.ca
Endorsement
Endorsement No. : 0017
Standard Form: A-2GL
Attached to and forming part
of Policy Number: SGL422512
Additional Insured with Notice of Cancellation
In consideration of the premium charged, it is hereby agreed that the following
are included in SECTION II - WHO IS AN INSURED as Insured(s) but only with
respect to liability arising out of "your work".
Additional Insured: CITY OF OSHKOSH WI
215 CHURCH AVE
PO BOX 1130
OSHKOSH WI 54903-1130
It is further agreed that if the Insurer cancels this policy, thirty (30) days
prior written notice [or fifteen (15) days for non-payment of premium] shall be
given to the additional Insured stated in this endorsement.
Except as otherwise provided by this endorsement, all terms, provisions and
conditions of this policy shall have full force and effect.
Issued to: GROUPE CONSEIL Y INC. F.A.S.L.R.S.;
EXPLORER SOLUTIONS
and all other Insureds under this policy.
Effective Date: 08 April 2014, 00:01 local time
Executed and signed on behalf of the Insurers by ENCON Group Inc. , as duly
authorized.
Dated: 08 April 2014
Jean F. Laurin, President
Authorized Representative