2025-08-06 - AGE - HRA Regular Meeting August 6, 2025 — 6:30 PM
Golden Valley City Hall
Council Chambers
1.Call to Order
2.Approval of Agenda
3.Consent Agenda
Approval of Consent Agenda - All items listed under this heading are considered to be routine
and will be enacted by one motion. There will be no discussion of these items unless a
Commission Member so requests in which event the item will be removed from the general
order of business and considered in its normal sequence on the agenda.
3.A.Approval of HRA Meeting Minutes
3.B.Approve Contract with Redevelopment Resources LLC., to Complete a Five-Year Economic
Development Strategic Plan
4.Public Hearing - None.
5.Old Business - None.
6.New Business - None.
7.Adjournment
HRA REGULAR MEETING AGENDA
Members of the public may attend this meeting in-person, by watching on cable channel 16, or by
streaming on CCXmedia.org. The public can make in-person statements during public comment
sections.
Individuals may provide public hearing testimony remotely by emailing a request to the City Clerk's
office at cityclerk@goldenvalleymn.gov by 3 p.m. on the day of the meeting.
City of Golden Valley HRA Regular Meeting August 6, 2025 — 6:30 PM
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EXECUTIVE SUMMARY
Legal
763-512-2345 / 763-512-2344 (fax)
Golden Valley Housing and Redevelopment Authority Meeting
August 6, 2025
Agenda Item
3.A. Approval of HRA Meeting Minutes
Prepared By
Theresa Schyma, City Clerk
Summary
The following minutes are available to view on the City's public Laserfiche site :
June 3, 2025 Regular HRA Meeting
A direct link to the folder with the documents referenced above is:
https://weblink.ci.golden-valley.mn.us/WebLink/Browse.aspx?
id=1057510&dbid=0&repo=GoldenValley
Legal Considerations
This item did not require legal review.
Equity Considerations
This item did not require equity review.
Recommended Action
Motion to approve HRA meeting minutes as submitted.
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EXECUTIVE SUMMARY
Community Development
763-512-2345 / 763-512-2344 (fax)
Golden Valley Housing and Redevelopment Authority Meeting
August 6, 2025
Agenda Item
3.B. Approve Contract with Redevelopment Resources LLC., to Complete a Five-Year Economic
Development Strategic Plan
Prepared By
Christine Costello, Housing & Economic Development Manager
Summary
The proposal from Redevelopment Resources LLC to complete a Five-Year Economic Development
Strategic Plan will be the community's initial efforts to establish economic development activities (i.e.
foster business growth, create/retain jobs, and attract investment).
The request for proposal (RFP) was advertised with National and State economic development
agencies, such as the International Economic Development Council and the Economic Development
Association of Minnesota. A total of 11 proposals were received and then narrowed down to four
firms for interviews.
Redevelopment Resources LLC., stood out not only for their experience working with other
communities but their experience in community outreach to connect to small businesses.
Financial or Budget Considerations
The 2025 budget for the HRA includes $75,000 to engage a consultant to complete a Five-Year
Economic Development Strategic Plan. The proposal includes a not-to-exceed cost of $48,240.00. It is
anticipated that excess funds could be used for implementation steps after the strategic plan is
adopted.
Legal Considerations
The Legal Department has reviewed and approved the contract.
Equity Considerations
The Request for Proposal (RFP) for the project included equity considerations. the chosen consultant,
Redevelopment Resources, LLC. has a strong commitment to equity and to engaging small businesses
in the community.
Recommended Action
Motion to authorize the HRA Chair and Executive Director to execute the Contract for Consulting
Services with Redevelopment Resources, LLC.
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Supporting Documents
Contract with Redevelopment Resources LLC Proposal
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PROFESSIONAL SERVICES AGREEMENT FOR
REDEVELOPMENT RESOURCES
THIS AGREEMENT is made this August 6, 2025 (“Effective Date”) by and between Redevelopment
Resources, LLC. a Minnesota limited liability company with its principal office located at 202 North Cedar
Avenue, Suite 1, Owatonna, MN. 55060-2306 (“Contractor”), and the Housing and Redevelopment
Authority (“HRA”) in and for the City of Golden Valley, Minnesota, a Minnesota municipal corporation
located a public body corporate and politic under the laws of Minnesota, having its principal office at 7800
Golden Valley Road, Golden Valley, MN 55427 (the “HRA”):
RECITALS
A. Contractor is engaged in the business of providing consulting services to complete an Economic
Development Five-Year Strategic Plan.
B. The HRA desires to hire Contractor to provide consulting services.
C. Contractor represents that it has the professional expertise and capabilities to provide the HRA
with the requested services.
D. The HRA desires to engage Contractor to provide the services described in this Agreement and
Contractor is willing to provide such services on the terms and conditions in this Agreement.
NOW, THEREFORE, in consideration of the terms and conditions expressed in this Agreement, the HRA
and Contractor agree as follows:
AGREEMENT
1. Services. Contractor agrees to provide the HRA with the services as described in the attached Exhibit A
(the “Services”). Exhibit A shall be incorporated into this Agreement by reference. All Services shall be
provided in a manner consistent with the level of care and skill ordinarily exercised by professionals
currently providing similar services.
2. Time for Completion. The Services shall be completed on or before March 31, 2026, provided that the
parties may extend the stated deadlines upon mutual written agreement. This Agreement shall remain in
force and effect commencing from the Effective Date and continuing until the completion of the project,
unless terminated by the HRA or amended pursuant to the Agreement.
3. Consideration. The HRA shall pay Contractor for the Services according to the terms on the attached
Exhibit B in an amount not to exceed $48,240.00. The consideration shall be for both the Services
performed by Contractor and any expenses incurred by Contractor in performing the Services. Contractor
shall submit statements to the HRA upon completion of the Services. The HRA shall pay Contractor within
thirty-five (35) days after Contractor’s statements are submitted.
4. Termination. Notwithstanding any other provision herein to the contrary, this Agreement may be
terminated as follows:
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a. The parties, by mutual written agreement, may terminate this Agreement at any time;
b. Contractor may terminate this Agreement in the event of a breach of the Agreement by the HRA
upon providing thirty (30) days’ written notice to the HRA;
c. The HRA may terminate this Agreement at any time at its option, for any reason or no reason at
all; or
d. The HRA may terminate this Agreement immediately upon Contractor’s failure to have in force
any insurance required by this Agreement.
In the event of a termination, the HRA shall pay Contractor for Services performed to the date of
termination and for all costs or other expenses incurred prior to the date of termination.
5. Amendments. No amendments may be made to this Agreement except in writing signed by both
parties. The HRA’s authorized agent, may on behalf of the HRA, administratively approve amendments
that do not materially change the scope of work or increase the contract price. Any amendments that
materially change the scope of work or increase the contract price shall require council approval.
6. Remedies. In the event of a termination of this Agreement by the HRA because of a breach by
Contractor, the HRA may complete the Services either by itself or by contract with other persons or
entities, or any combination thereof. These remedies provided to the HRA for breach of this Agreement
by Contractor shall not be exclusive. The HRA shall be entitled to exercise any one or more other legal or
equitable remedies available because of Contractor’s breach.
7. Records/Inspection. Pursuant to Minnesota Statutes § 16C.05, subd. 5, Contractor agrees that the
books, records, documents, and accounting procedures and practices of Contractor, that are relevant to
the contract or transaction, are subject to examination by the HRA and the state auditor or legislative
auditor for a minimum of six years. Contractor shall maintain such records for a minimum of six years after
final payment. The parties agree that this obligation will survive the completion or termination of this
Agreement.
8. Indemnification. To the fullest extent permitted by law, Contractor, and Contractor’s successors or
assigns, agree to protect, defend, indemnify, save, and hold harmless the HRA, its officers, officials, agents,
volunteers, and employees from any and all claims; lawsuits; causes of actions of any kind, nature, or
character; damages; losses; or costs, disbursements, and expenses of defending the same, including but
not limited to attorneys’ fees, professional services, and other technical, administrative or professional
assistance resulting from or arising out of Contractor’s (or its subcontractors, agents, volunteers,
members, invitees, representatives, or employees) performance of the duties required by or arising from
this Agreement, or caused in whole or in part by any negligent act or omission or willful misconduct by
Contractor, or arising out of Contractor’s failure to obtain or maintain the insurance required by this
Agreement. Nothing in this Agreement shall constitute a waiver or limitation of any immunity or limitation
of liability to which the HRA is entitled. The parties agree that these indemnification obligations shall
survive the completion or termination of this Agreement.
9. Insurance. Contractor shall maintain reasonable insurance coverage throughout this Agreement.
Contractor agrees that before any work related to the approved project can be performed, Contractor
shall maintain at a minimum: Worker’s Compensation Insurance as required by Minnesota Statutes,
section 176.181; Business Auto Liability in an amount not less than $1,000,000.00 per occurrence;
Professional Liability in an amount not less than $1,000,000.00 per occurrence; and Commercial General
Liability in an amount of not less than $1,000,000.00 per occurrence for bodily injury or death arising out
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of each occurrence, and $1,000,000.00 per occurrence for property damage, $2,000,000.00 aggregate. To
meet the Commercial General Liability and Business Auto Liability requirements, Contractor may use a
combination of Excess and Umbrella coverage. Contractor shall provide the HRA with a current certificate
of insurance including the following language: “The HRA of Golden Valley is named as an additional
insured with respect to the commercial general liability, business automobile liability and umbrella or
excess liability, as required by the contract. The umbrella or excess liability policy follows form on all
underlying coverages.” Such certificate of liability insurance shall list the HRA as an additional insured and
contain a statement that such policies of insurance shall not be canceled or amended unless 30 days’
written notice is provided to the HRA, or 10 days’ written notice in the case of non-payment.
10. Subcontracting. Neither the HRA nor Contractor shall assign, or transfer any rights under or interest
(including, but without limitation, moneys that may become due or moneys that are due) in the
Agreement without the written consent of the other except to the extent that the effect of this limitation
may be restricted by law. Unless specifically stated to the contrary in any written consent to an
assignment, no assignment will release or discharge the assignor from any duty or responsibility under
this Agreement. Nothing contained in this paragraph shall prevent Contractor from employing such
independent Contractors, associates, and subcontractors, as it may deem appropriate to assist it in the
performance of the Services required by this Agreement. Any instrument in violation of this provision is
null and void.
11. Assignment. Neither the HRA nor Contractor shall assign this Agreement or any rights under or
interest in this Agreement, in whole or in part, without the other party’s prior written consent. Any
assignment in violation of this provision is null and void.
12. Independent Contractor. Contractor is an independent contractor. Contractor’s duties shall be
performed with the understanding that Contractor has special expertise as to the services which
Contractor is to perform and is customarily engaged in the independent performance of the same or
similar services for others. Contractor shall provide or contract for all required equipment and personnel.
Contractor shall control the manner in which the services are performed; however, the nature of the
Services and the results to be achieved shall be specified by the HRA. The parties agree that this is not a
joint venture and the parties are not co-partners. Contractor is not an employee or agent of the HRA and
has no authority to make any binding commitments or obligations on behalf of the HRA except to the
extent expressly provided in this Agreement. All services provided by Contractor pursuant to this
Agreement shall be provided by Contractor as an independent contractor and not as an employee of the
HRA for any purpose, including but not limited to: income tax withholding, workers' compensation,
unemployment compensation, FICA taxes, liability for torts and eligibility for employee benefits.
13. Compliance with Laws. Contractor shall exercise due professional care to comply with applicable
federal, state and local laws, rules, ordinances and regula�ons in effect as of the date Contractor agrees
to provide the Services. Contractor’s guests, invitees, members, officers, officials, agents, employees,
volunteers, representa�ves, and subcontractors shall abide by the HRA's policies prohibi�ng sexual
harassment and tobacco, drug, and alcohol use as defined in the HRA’s Respec�ul Work Place Policy, and
Tobacco, Drug, and Alcohol Policy, as well as all other reasonable work rules, safety rules, or policies, and
procedures regula�ng the conduct of persons on HRA property, at all �mes while performing du�es
pursuant to this Agreement. Contractor agrees and understands that a viola�on of any of these policies,
procedures, or rules cons�tutes a breach of the Agreement and sufficient grounds for immediate
termina�on of the Agreement by the HRA.
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14. Entire Agreement. This Agreement, any attached exhibits, and any addenda signed by the parties shall
constitute the entire agreement between the HRA and Contractor, and supersedes any other written or
oral agreements between the HRA and Contractor. This Agreement may only be modified in a writing
signed by the HRA and Contractor. If there is any conflict between the terms of this Agreement and the
referenced or attached items, the terms of this Agreement shall prevail. If there is any conflict between
Exhibits A and B, the terms of Exhibit B shall prevail.
15. Third Party Rights. The parties to this Agreement do not intend to confer any rights under this
Agreement on any third party.
16. Choice of Law and Venue. This Agreement shall be governed by and construed in accordance with the
laws of the state of Minnesota. Any disputes, controversies, or claims arising out of this Agreement shall
be heard in the state or federal courts of Hennepin County, Minnesota, and all parties to this Agreement
waive any objection to the jurisdiction of these courts, whether based on convenience or otherwise.
17. Conflict of Interest. Contractor shall use reasonable care to avoid conflicts of interest and
appearances of impropriety in representation of the HRA. In the event of a conflict of interest, Contractor
shall advise the HRA and, either secure a waiver of the conflict, or advise the HRA that it will be unable to
provide the requested Services.
18. Work Products and Ownership of Documents. All records, information, materials, and work product,
including, but not limited to the completed reports, data collected from or created by the HRA or the
HRA’s employees or agents, raw market data, survey data, market analysis data, and any other data, work
product, or reports prepared or developed in connection with the provision of the Services pursuant to
this Agreement shall become the property of the HRA, but Contractor may retain reproductions of such
records, information, materials and work product. Regardless of when such information was provided or
created, Contractor agrees that it will not disclose for any purpose any information Contractor has
obtained arising out of or related to this Agreement, except as authorized by the HRA or as required by
law. Notwithstanding the foregoing, nothing in this Agreement shall grant or transfer any rights, title or
interests in any intellectual property created by Contractor prior to the effective date of this Agreement;
however, to the extent Contractor generates reports or recommendations for the HRA using proprietary
processes or formulas, Contractor shall provide the HRA (1) factual support for such reports and
recommendations; (2) a detailed explanation of the method used and data relied upon to arrive at the
recommendation; and (3) a detailed explanation of the rationale behind the methodology used. All of the
obligations in this paragraph shall survive the completion or termination of this Agreement.
19. Agreement Not Exclusive. The HRA retains the right to hire other professional Contractor service
providers for this or other matters, in the HRA’s sole discretion.
20. Data Practices Act Compliance. Any and all data provided to Contractor, received from Contractor,
created, collected, received, stored, used, maintained, or disseminated by Contractor pursuant to this
Agreement shall be administered in accordance with, and is subject to the requirements of the Minnesota
Government Data Practices Act, Minnesota Statutes, Chapter 13. Contractor agrees to notify the HRA within
three business days if it receives a data request from a third party. This paragraph does not create a duty
on the part of Contractor to provide access to public data to the public if the public data are available from
the HRA, except as required by the terms of this Agreement. These obligations shall survive the termination
or completion of this Agreement.
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21. Confidentiality. Consultant understands that the HRA has access to, develops, and uses private,
confidential, nonpublic, and protected nonpublic information, as those terms are defined by the MGDPA,
in connection with its business (collectively, “Confidential Information”). The HRA has instituted policies
and procedures to protect and safeguard this Confidential Information. While working for the HRA under
this Agreement, Consultant may come into contact with Confidential Information. Consultant understands
that the protection of Confidential Information is required by law and is a requirement of their relationship
with the HRA. Accordingly, Consultant agrees as follows:
21.1 During the term of this Agreement and after the termination of Consultant’s relationship
with the HRA: (a) Consultant will keep secret all Confidential Information and will not directly or
indirectly disclose it to anyone outside the HRA; (b) Consultant will not make use of any
Confidential Information for their own purposes or for the benefit of anyone other than the HRA;
and (c) upon termination of Consultant’s relationship with the HRA, Consultant will promptly
deliver to the HRA all memoranda, notes, records, and other documents (and all copies thereof)
constituting or relating to Confidential Information.
21.2 If Consultant breaches or threatens to breach any provisions of paragraph 19.1, the HRA
has the right to enforce this Agreement in any court having jurisdiction. This Agreement will be
governed by and construed in accordance with the laws of the State of Minnesota.
21.3 This Agreement is not intended to prevent Consultant from working for any employer
subsequent to the termination of their relationship with the HRA, as long as Consultant does not
use or disclose Confidential Information.
22. No Discrimination. Contractor agrees not to discriminate in providing products and services under this
Agreement on the basis of race, color, sex, creed, national origin, disability, age, sexual orientation, gender,
gender identity, gender expression, status with regard to public assistance, or religion. Violation of any part
of this provision may lead to immediate termination of this Agreement. Contractor agrees to comply with
the Americans with Disabilities Act as amended (“ADA”), section 504 of the Rehabilitation Act of 1973,
and the Minnesota Human Rights Act, Minnesota Statutes, Chapter 363A. Contractor agrees to hold
harmless and indemnify the HRA from costs, including but not limited to damages, attorneys’ fees and
staff time, in any action or proceeding brought alleging a violation of these laws by Contractor or its guests,
invitees, members, officers, officials, agents, employees, volunteers, representatives and subcontractors.
Upon request, Contractor shall provide accommodation to allow individuals with disabilities to participate
in all Services under this Agreement. Contractor agrees to utilize its own auxiliary aid or service in order
to comply with ADA requirements for effective communication with individuals with disabilities.
23. Authorized Agents. The HRA’s authorized agent for purposes of administration of this contract is Emily
Goellner the Community and Economic Development Director of the HRA, or designee. Contractor’s
authorized agent for purposes of administration of this contract is Kristen Fish Peterson or designee who
shall perform or supervise the performance of all Services.
24. Notices. Any notices permitted or required by this Agreement shall be deemed given when personally
delivered or upon deposit in the United States mail, postage fully prepaid, certified, return receipt
requested, addressed to:
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CONTRACTOR THE HRA
Kristen Fish Peterson, Principal and CEO
Redevelopment Resources, LLC.
722 Traveler Lane
Madison, WI. 53718-3167
kristen@redevelopment-resources.com
Emily Goellner
HRA of Golden Valley
7800 Golden Valley Road
Golden Valley, MN 55427
egoellner@goldenvalleymn.gov
or such other contact information as either party may provide to the other by notice given in accordance
with this provision.
25. Waiver. No waiver of any provision or of any breach of this Agreement shall constitute a waiver of
any other provisions or any other or further breach, and no such waiver shall be effective unless made in
writing and signed by an authorized representative of the party to be charged with such a waiver.
26. Headings. The headings contained in this Agreement have been inserted for convenience of reference
only and shall in no way define, limit or affect the scope and intent of this Agreement.
27. Payment of Subcontractors. Contractor agrees that it must pay any subcontractor within 10 days of
the prime contractor’s receipt of payment from the HRA for undisputed Services provided by the
subcontractor. Contractor agrees that it must pay interest of 1-1/2 percent per month or any part of a
month to the subcontractor on any undisputed amount not paid on time to the subcontractor. The
minimum monthly interest penalty payment for an unpaid balance of $100 or more is $10. For an unpaid
balance of less than $100, the prime contractor shall pay the actual penalty due to the subcontractor. A
subcontractor who prevails in a civil action to collect interest penalties from a prime contractor must be
awarded its costs and disbursements, including attorneys’ fees, incurred in bringing the action.
28. Publicity. At the HRA’s request, the HRA and Contractor shall develop language to use when discussing
the Services. Contractor agrees that Contractor shall not release any publicity regarding the Services or
the subject matter of this Agreement without prior consent from the HRA. Contractor shall not use the
HRA’s logo or state that the HRA endorses its services without the HRA’s advanced written approval.
29. Severability. In the event that any provision of this Agreement shall be illegal or otherwise
unenforceable, such provision shall be severed, and the balance of the Agreement shall continue in full
force and effect.
30. Signatory. Each person executing this Agreement (“Signatory”) represents and warrants that they are
duly authorized to sign on behalf of their respective organization. In the event Contractor did not
authorize the Signatory to sign on its behalf, the Signatory agrees to assume responsibility for the duties
and liability of Contractor, described in this Agreement, personally.
31. Counterparts and Electronic Signatures. This Agreement may be executed in two or more
counterparts, each of which shall be deemed an original, but all of which taken together shall constitute
one and the same instrument. This Agreement may be transmitted by electronic mail in portable
document format (“pdf”) and signatures appearing on electronic mail instruments shall be treated as
original signatures.
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32. Recitals. The HRA and Contractor agree that the Recitals are true and correct and are fully
incorporated into this Agreement.
[Remainder of page left blank intentionally. Signature page follows.]
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IN WITNESS WHEREOF, the HRA and Contractor have caused this Professional Services Agreement to be
executed by their duly authorized representatives in duplicate on the respective dates indicated below.
REDEVELOPMENT RESOURCES, LLC.: HRA OF GOLDEN VALLEY:
By: _________________________________
Name: Kristen Fish Peterson
Title: Principal and CEO
By: _________________________________
Maurice Harris, HRA Chair
By: _________________________________
Noah Schuchman, Executive Director
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EXHIBIT A
SCOPE OF SERVICES
13
PROPOSAL
HOUSING AND
REDEVELOPMENT AUTHORITY
5-YEAR STRATEGIC PLAN
Golden Valley, MN
722 Traveler Lane
Madison, WI 53718
Kristen Fish Peterson, Principal and CEO
715-581-1452
kristen@redevelopment-resources.com
May 2, 2025
14
Redevelopment Resources
722 Traveler Lane, Madison, WI 53718
www.redevelopment-resources.com
May 2, 2025
Christine Costello, Housing & Economic Development Manager
Housing and Redevelopment Authority of the City of Golden Valley,
Minnesota
7800 Golden Valley Road Golden Valley, MN 55427
ccostello@goldenvalleymn.gov
Dear Ms. Costello,
It is our pleasure to submit a response to the Request for Proposal
for consulting services related to the City of Golden Valley’s Economic
Development 5-Year Strategic Plan. Golden Valley’s mission is to deliver
high-quality, responsive services to ensure your community remains
a vibrant and welcoming environment in which to live, work, and play.
Similarly, Redevelopment Resources is committed to exceeding our
clients’ expectations, provide our honest professional opinion, be a
trusted resource, and add value through our work. We provide ideas,
data analysis, resources, and implementation assistance to businesses
and communities to maximize their growth and re/development. To
do this, we follow the belief that “every challenge deserves a unique
solution.”
Kristen Fish-Peterson has over 30 years of direct experience in
commercial real estate, housing redevelopment, market analysis,
planning, implementation, grant writing, and business development.
Dayna Sarver is our chief data geek, GIS content creator, and report
designer. We have written strategic plans for rural communities,
suburban metros, utilities and counties in Colorado, Ohio, Virginia,
Michigan, and Wisconsin. Allyson Brunette will lead stakeholder
facilitation.
This is an important project for your community, and we would be
honored to be a part of studying the economic landscape, crafting
recommendations, and developing an implementation plan for the
City of Golden Valley. Ensuring the proper focus, capturing all possible
opportunities, and assisting in the deployment of appropriate resources
will be our job, and we look forward to the possibility of contributing to
your community in this way.
If you have any questions or would like to schedule an interview with
our team, please contact me at 715-581-1452 or
kristen@redevelopment-resources.com.
Sincerely,
Kristen Fish-Peterson, CEcD, EDFP, Principal and CEO
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18BUDGET
14PROJECT UNDERSTANDING
9RELEVANT EXPERIENCE
4WHY CHOOSE US?
TABLE OF
CONTENTS
17TIMELINE
14SCOPE OF WORK AND DELIVERABLES
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WHY CHOOSE US?
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undertake this project and deliver high-quality results, but we also are
passionate about this work. We believe this study has the potential to shape
the community’s growth trajectory. We take a comprehensive approach to
analyzing all the relevant data that contributes to a community’s economic
landscape. Our ability to distill programmatic, policy and project-oriented
solutions from the primary and secondary data, and customize solutions
for each community we work with, gives us a unique advantage as service
providers. In addition to providing relevant, implementable studies and action
plans, we enjoy our work and consistently bring projects in on time and within
budget.
Project Management
Redevelopment Resources’ approach to project management is one of
organization and clear communications employing the following techniques:
• Utilizing technology tools to keep us organized
• Internal checks and balances to proofread, discuss and inspire each
other’s work
• Division of labor amongst the team according to our skills and talents
• Regular check-in meetings with the city to ensure we are staying on
track with our schedule and can report updates and share any needs
for additional information or contacts
• Regular benchmarking against the proposed timeline to ensure the
project stays on target
• Asking bold questions when meeting with our clients to ensure we
are challenging them to achieve the best possible outcome with each
project
• We believe in no surprises – if we are going to make
recommendations on any topic, we will discuss it with the project
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expectations are met and exceeded, and that each task outlined in
the contract is completed
• Budget controls are ours to manage. If we exceed the estimated
budget of a project and it is our fault, we do not amend contracts but
complete the work at our expense. If we are asked to do work beyond
the original scope, we discuss contract amendments with the client
prior to proceeding.
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sensitive information.
• Neutrality is also important. We do not express “a side” on any issue,
but act in a professional manner to gather the information and use it
to guide recommendations we believe are best for the community.
SECTION 1
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Project Team
Kristen Fish-Peterson will be the designated Project Manager, coordinating
stakeholder input and be the lead strategist. Dayna Sarver will conduct data
collection, analysis, document design, and lead GIS tasks. Allyson Brunette
will assist with stakeholder engagement activities, planning document review,
and strategy development. Emerson Sonoda will assist with transportation
oriented development tasks, creating document maps and provide document
review summaries.
Established in 2009, Redevelopment Resources is a limited liability
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development and redevelopment solutions and research services to public
sector jurisdictions, businesses,
and organizations. We encourage
all our clients to dream a bigger
dream for their community and
work under a motto of “every
challenge deserves a unique
solution”. Our services include:
• various types of analysis
• strategy development
• fund creation,
procurement, and
administration
• deal structuring
• real estate development
• incentive policy
development
• executive recruitment
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seven community housing studies (including Appleton, Sheboygan, Racine,
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developer in two communities in Iowa.
We are geeky passionate about what we do. Relationship building is critical
to our work and our ability to assist communities transform their local
economies for the better is what drives us. We work tirelessly to ensure the
quality of our work and strive to produce nothing but the best product for
our clients. Exceeding your expectations with a well-thought-out and well-
presented product is our top priority. We understand that there is a history to
every community, and the leadership of each one has taken great care to craft
the present day and future circumstances that exist.
>ajeHjgƭd] J]kme]k
18
6
Kristen Fish-Peterson,
CEcD | EDFP
Hjaf[ahYd ;=G
PROFESSIONAL
DEVELOPMENT
;]jlaƭ]\=[gfgea[<]n]dgh]j
International Economic
<]n]dghe]fl;gmf[ad A=<;!
=[gfgea[<]n]dghe]fl>afYf[]
Hjg^]kkagfYd
National Development Council
F<;!
IEDC Board Member, 2006-2018
WEDA Executive Director, 2011-
2014
WEDA President, 2008
EDUCATION
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tration
University of Wisconsin, Oshkosh
:Y[`]dgjg^:mkaf]kk9\eaf&$
Marketing
University of North Dakota
Kristen has over 30 years of direct experience in redevelopment, market
analysis, planning, implementation, grant writing, brokerage, business
development, media, manufacturing, and marketing. In 2009, she and two
colleagues started Redevelopment Resources, a community impact consulting
ƭjeo`a[`gh]jYl]kl`jgm_`gmll`]Ea\o]kl&K`]`YkeYfY_]\YddYkh][lkg^
market analysis projects, strategic planning processes, business development
and adaptive reuse programs including business recruitment, retention,
entrepreneurial programming, loan fund management, deal structuring, blight
elimination and policy/ program development.
EXPERIENCE
Market Analysis, Fiscal and Economic Impact Analysis
• Conducted dozens of market analyses for real estate development,
redevelopment, and housing studies for commercial corridors,
downtowns, municipalities, and counties using a variety of data sources
and primary research methods
•;Yd[mdYl]\ƭk[YdYf\][gfgea[aehY[lYfYdqkak^gjemdla%^Yeadq
residential complexes and public/private redevelopment projects
Strategy Development and Implementation
• Developed strategy and carried out implementation activities for
numerous communities
• Created redevelopment strategies for dozens of other clients
throughout the central U.S.
• Created unique policies, programs, and organizational structures for
implementing strategies developed for clients
Project Funding
• Written and implemented several Tax Increment Financing plans
• Utilized multiple funding sources for complete projects
• Successful grant writing at local, state, and federal level
Housing Redevelopment
• Redeveloped a former hospital in Forest City, IA into eight, unique
market-rate units
• Currently in redevelopment process of a former elementary school in
Pleasantville, IA
Housing Study Projects Managed:
• Crow Wing County, MN
• Blackhawk Hills Regional Council (Lee, Ogle, Stephenson, Jo Daviess
;gmfla]k$AD!
• City of Baraboo, WI
• City of Rockford, IL
• City of Sheboygan, WI
• City of Plymouth, WI
19
7
Dayna Sarver,
;=[<$@<>H
Chief Data Geek
PROFESSIONAL
DEVELOPMENT
;]jlaƭ]\=[gfgea[<]n]dgh]j
International Economic
<]n]dghe]fl;gmf[ad A=<;!
CURRICULUM VITA
Ryan, Bill, Dayna Sarver, Amy
Greil, Errin Welty, Joe Lawniczak.
*(),!&An Analysis of Storefront
Improvements: A Selection of
Wisconsin Case Studies. University
of Wisconsin-Extension. PDF
available at: http://learningstore.
uwex.edu/Assets/pdfs/G3914.pdf
EDUCATION
EYkl]jg^K[a]f[]$MjZYf
HdYffaf_
University of Wisconsin-Madison
:Y[`]dgjg^9jlk$=[gfgea[k
Central College, Pella, IA
Dayna brings more than ten years of professional experience in economic
development and real estate redevelopment to the Redevelopment Resources
team. Prior to joining Redevelopment Resources, she was the Economic
Development Manager for the City of Verona and the Economic Development
Coordinator for the City of Janesville. She was also a project assistant for Bill
Ryan at University of Wisconsin-Extension’s Division of Community Economic
Development focusing on downtown redevelopment. Dayna desires to help
others reach their full capacity and enjoys engaging with local and state
stakeholders with a multi-disciplinary approach to the development of the
[geemfalqƄkfYlmjYd$kg[aYdYf\ƭp]\Ykk]lk&
EXPERIENCE
Market Analysis
• Analyzed the housing stock for communities in WI and IL.
• Conducted market analysis for several communities in WI, OH, and VA.
Redevelopment Strategy and Implementation
• Assisted with the creation of a downtown redevelopment strategies in
WI, IL and OH.
• Developed an RFP for a redevelopment project near downtown Verona
which included a historic property.
• Implementation activities have included, securing appraisals and
negotiating the sale of City-owned property; hiring and overseeing
]fnajgfe]flYdklm\a]k$Yf\ƭf\af_^mf\af_kgmj[]k^gjj]\]n]dghe]fl
projects.
Project Funding
• Written and implemented several Tax Increment District plans
• Utilized multiple funding sources for complete projects
• Successful grant writing at state level
Stakeholder & Public Engagement
• Designed and administered online surveys and organized stakeholder
engagement meetings for downtown redevelopment activities,
workforce development, and housing studies.
• Organized stakeholder engagement meetings for the redevelopment of
a prominent property in Verona as well as for business owners impacted
by road improvements.
Housing Study Projects:
• 2015 Housing Needs Assessment for Dane County and Municipalities
•*()1N]jagfY@gmkaf_>]]J]hgjlYf\@gmkaf_9Ƭgj\YZadalq9fYdqkak
• Blackhawk Hills Regional Council
• City of Baraboo, WI
• City of Rockford, IL
• City of Sheboygan, WI
• City of Plymouth, WI
20
8
Allyson Brunette
PROFESSIONAL
DEVELOPMENT
Member of Wisconsin City/County
Management Association
Woman-Owned Business
Enterprise, State of Wisconsin,
Since 2023
;]jlaƭ]\[Yj]]j[gY[`l`jgm_`
YouMap®, Since 2024
EDUCATION
Master of Public Administration
Marist College School of
Management, Poughkeepsie, NY
Bachelor of Arts in Economics
and Political Science
Rider University, Lawrenceville, NJ
After a decade spent working in community and economic development within
l`]hmZda[Yf\fgf%hjgƭlk][lgjk$9ddqkgfklYjl]\`]jgof[gehYfqaf*(*)
oal`Y^g[mkgfhmZda[Yf\fgf%hjgƭlk][lgj[da]flk&Gn]jl`][gmjk]g^`]j
career, Allyson has helped a variety of organizations in facilitating honest
[gfn]jkYlagfkYf\ƭf\af_k`Yj]\[gfk]fkmkYjgmf\kljYl]_a[_gYdk&L`]k]
clients have ranged from economic development entities, business improvement
districts, Chambers of Commerce, municipal governments, public libraries,
health departments and even elder services facilities. Allyson’s expertise lies in
the ability to take a temperature within a group, ask the right questions, and
help people to see that they have the same big picture vision in-mind.
EXPERIENCE
Facilitation and Strategic Planning
• Worked with Brown County, WI departments to facilitate the public
input process for two long-range plans (2017-2026 Land and Water
;gfk]jnYlagfHdYf$*()/%*(**HYjckYf\Gml\ggjJ][j]YlagfHdYf!
• Authored three municipal short-range strategic plans (2016 and 2018
Town of Ledgeview Strategic Plan, 2019 City of Kaukauna Outdoor
KhY[]Yf\J][j]YlagfHdYf!
Stakeholder and Public Engagement
• Facilitated workshops for space needs and facility planning for the
Village of Pulaski, Omro Library, and Brown County STEM Innovation
Center.
•>Y[adalYl]\[geemfalqgmlj]Y[`]Ƭgjlk^gjl`];alqg^CYmcYmfYƄk )&)e
[geemfalqZjYf\af_Yf\oYqƭf\af_]Ƭgjlk$af[dm\af_gmlj]Y[`lgl`]
hmZda[$[geemfalqd]Y\]jk$]d][l]\gƯ[aYdk$Yf\;alqklYƬ&
Downtown Revitalization
•EYfY_]\Y )&*-ej]ngdnaf_dgYf^mf\$af[dm\af_eYjc]laf_l`]dgYf
fund, soliciting applicants, and reviewing/funding applicable projects
within the industrial and downtown areas.
• Led the process to develop a Business Improvement District in the City
g^<]H]j]af*(),lgk][mj]egj]l`Yf )-($(((afh]jeYf]fl$YffmYd
^mf\af_^gj\goflgofj]nalYdarYlagf]Ƭgjlk&
• Awarded 5 state-level awards for the De Pere Main Street program
j]Ʈ][laf_gmlklYf\af_ogjc^jgel`]Oak[gfkaf=[gfgea[<]n]dghe]fl
Corporation / Wisconsin Main Street Program from 2012-2015.
21
9
RELEVANT EXPERIENCE
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MARKET ANALYSIS & ECONOMIC IMPACT
ANALYSIS
Project Information
John Weidl, former Village
Administrator
Currently City Manager at City
of Whitewater
Johnsweidl@gmail.com
262-379-4800
Redevelopment Resources was hired to analyze the economic impact of
development in two tax increment districts, and one residential subdivision,
then apply that to the Village as a whole. Our work showed:
TID #5
• Between August 2018 and September 2019, the Village of Mukwonago
]fl]j]\aflgƭn]\]n]dghe]flY_j]]e]flkoal`ƭn]\aƬ]j]fl
manufacturers for the development of 478,500 sq. ft. of new
development.
• In 2019, the total equalized value of the Village increased 3.34% over
2018 which can be nearly entirely attributed to new developments in
the Industrial Park.
•>gj]n]jq )l`]hmZda[%k][lgjafn]kl]\l`]hjanYl]k][lgjafn]kl]\
+&+0&
• The total economic impact of the development of Industrial Park
hjgh]jlqafLA<-afl`]NaddY_]g^EmcogfY_gakbmklk`qg^ *((
million.
• Total direct, indirect, and induced job creation is estimated to be 1,391.
TID #4
•>gj]n]jq )l`]hmZda[k][lgjafn]kl]\l`]hjanYl]k][lgjafn]kl]\
+&.,&
• The total economic impact of the development of TID #4 in the Village
g^EmcogfY_gakbmklk`qg^ ,*eaddagf&
• Total direct, indirect, and induced job creation is estimated to be 207.
Chapman Farms
• For every dollar the public sector invested, the private sector is
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• The total economic impact of the development of Chapman Farms is
YhhjgpaeYl]dq )(,eaddagf&
• The Chapman Farms development will support approximately 90 jobs.
Village-wide Impact
• The largest growth in equalized value has been in manufacturing,
averaging 18% growth per year since 2016.
• This is noteworthy as manufacturing, as of 2019, only accounts for
5.9% of the total real estate in the Village of Mukwonago
Though a variety of factors contribute to the ongoing development success of
the Village of Mukwonago, it can be attributed
•lgkljgf_ƭk[YdeYfY_]e]flg^l`]NaddY_]$
• proactive business retention and recruitment strategies which have
been employed,
•l`]]Ƭ][lan]mk]g^lggdk$km[`YkLYpAf[j]e]fl>afYf[af_$dYf\
banking and other incentives
SECTION 2
22
The Mequon Real Estate Market Analysis was conducted by Redevelopment
Resources in 2024. The area of study is the Port Washington Road Corridor
between County Line Road and W. Glen Oaks Lane and is approximately
+ead]kdgf_&L`akYj]YakY`]YnqljYƯ[rgf]Yf\af[dm\]kLYpAf[j]e]fl
Districts #4 and #5. Existing conditions in the community, the study area,
competitive shopping/commercial districts, and national trends in commercial
redevelopment were analyzed. This report recognizes both short-term and
long-term opportunities in a variety of sectors. Redevelopment sites were
prioritized based on their availability, access, size, function, and recommended
future use. The need to redirect blighted and underutilized properties as well
Ykl`]f]]\^gjk]fagjdanaf_[geemfala]kYf\keYddgƯ[]Zmad\af_kakYdkg
highlighted. There is opportunity to create higher density redevelopments in
this area based on what is considered to be negative, or underutilized space.
The report concludes that the City of Mequon should concentrate on an
af[j]Yk]afj]ka\]flaYd`gmkaf_j]\]n]dghe]flkl`YlYj]YƬgj\YZd]afgj\]j
to attract more employees to reside within Mequon opposed to surrounding
[geemfala]k&LgZ]egj]kh][aƭ[$l`]eakkaf_ea\\d]`gmkaf_j]\]n]dghe]flk
are a key factor within these redevelopments. Examples of middle housing
redevelopments include smaller attached units, cottage courts, and townhomes.
This redevelopment, along with other additions to the community, will spark an
increase in residents and the population of young families in Mequon.
Kim Tollefson, Director of
Planning & Development
City of Mequon
11333 N. Cedarburg Rd
Mequon, WI 53092
262.236.2903
Clgdd]^kgf8[a&e]imgf&oa&mk
April 2024 – November 2024
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10
REAL ESTATE MARKET ANALYSIS
E]imgf$OA
Project Information
Kristen Fish-Peterson
Dayna Sarver
23
@Yjjakgf$OA
STRATEGIC PLAN
The Village of Harrison desired to diversify its tax base from primarily
j]ka\]flaYdlgYZ]ll]jeapg^[gee]j[aYd$af\mkljaYd$j]lYad$Yf\gƯ[]dYf\mk]k
Ydgf_oal`]paklaf_j]ka\]flaYd&L`]ƭn]%lgl]f%q]YjkljYl]_a[hdYfaf[dm\]k
kljYl]_a]kYf\lY[la[kl`Yl]imahl`]NaddY_]g^@Yjjakgf:gYj\Yf\klYƬlg
aehd]e]fll`]hdYfYf\^Y[adalYl]f]o\]n]dghe]fl^jgel`]ƭjklh`gf][Yddlg
ribbon cutting.
=d][l]\gƯ[aYdk$c]qklYƬ$Yf\k]n]jYddg[YdklYc]`gd\]jkaf[dm\af_j]Ydlgjk$
contractors, and developers were interviewed. An electronic survey was
conducted from October 27, 2023, until January 16, 2024. More than 760
people responded to the survey. A full environmental scan was conducted to
identify best practices, programs, and policies at the state and local level from
peer communities and others who have had success through strategic planning.
There are four business/industrial parks near Harrison, one each in Menasha,
Appleton, Kimberly, and Kaukauna. Each one has its unique features and
_]g_jYh`a[Z]f]ƭlk&9KOGLYfYdqkakoYk[gf\m[l]\Yf\j]na]o]\oal`klYƬ&
Goals were broken down into on-going, quarterly, annual, 3-5 years, and
5-10-year horizons for residential, commercial, industrial development and
business attraction, business retention, and cultivating entrepreneurship.
Additionally, the needs for infrastructure development were outlined. Funding
recommendations included Tax Increment Financing and the creation of a
Community Development Authority.
>afYddq$kh][aƭ[ hYj[]dkoal`afl`]naddY_]`Yn]Z]]fa\]flaƭ]\Ykhjae]^gj
development and redevelopment. A map of these properties and a property
marketing brochure were created.
Project Information
Kristen Fish-Peterson
Dayna Sarver
October 2023 – April 2024
Chad Pelishek
Assistant Village Manager
Village of Harrison
920-989-1062, ext. 8
cpelishek@harrison-wi.org
24
12
H]lgkc]q$EA
DOWNTOWN PETOSKEY STRATEGIC PLAN
The Downtown Petoskey management board hired Allyson Brunette Consulting
and Redevelopment Resources to create a consensus-driven guide for
H]lgkc]qƄk<goflgofgj_YfarYlagfYdZgYj\e]eZ]jkYf\klYƬlg^gddgoafl`]
near to long-term future. The 5-year plan addressed a number of key areas for
the organization:
• Changes in the community’s tourism demographic that are forecasted
by regional tourism partners.
• Direction on the broad community outcomes and how the downtown
interfaces with the various audiences within the community.
•9ZjgY\gj_YfarYlagfYdnakagf^jgeZgl`l`]klYƬYf\]d][l]\gƯ[aYd
perspective.
• A mission statement and statement of core values
• Analysis of strengths, weaknesses, opportunities, and threats to the
gj_YfarYlagfgn]l`]ƭn]%q]Yjlae]^jYe]g^l`]kljYl]_a[hdYf
•9fYfYdqkakg^l`]gj_YfarYlagfƄkklYƯf_kljm[lmj]Yf\hjghgk]\
organizational chart as the organization grows
•A\]flaƭ]\gml[ge]k$lae]daf]$j]khgfkaZd]hYjla]k$Y[lagfkl]hk$
kljYl]_a]kYf\^mf\af_kgmj[]kgn]jl`]f]plƭn]q]Yjk&
Project Information
May 2022 - Sept. 2022
Amy Tweeten
Downtown Manager
231-622-8501
amy@petoskeydowntown.com
Strengths Opportunities
Hallmark Movie Look and Feel Repositioning DMB's Role in
Programs and Services
Marketing Really Well to a Core
Customer Demographic
Reaching a New Customer
Demographic
Weaknessess Threats
Downtown Staff are the "Bad
Guys"Non-Local Property Owners
DMB isn't viewed as part of
City "Downtown isn't for me"
Reputation that Petoskey is
Not Business-Friendly Need for Fresh Perspectives
Strategic Planning Effort SWOT Analysis
Allyson Brunette
Kristen Fish-Peterson
Dayna Sarver
25
Strategic Planning is the art and science of strategic change making. It takes an
honest look at current circumstances and outlines a path to achieve a visionary
future. Planning looks at who the community is now, and who they want to be
in the future. It sets out a course of action to ensure that vision is realized.
The Village of Kimberly hired Allyson Brunette Consulting and Redevelopment
Resources to assess existing conditions and formulate goals, objectives and
kljYl]_a]kl`YlYj]$)![gehYlaZd]oal`l`][geemfalqƄknakagf3*!ƭfYf[aYddq
Yf\hgdala[Yddq^]YkaZd]3+!nakagfYjqYf\affgnYlan]3Yf\,!aehd]e]flYZd]&
The following are outcome statements generated through strategic planning
ogjck`ghkoal`klYƬ$NaddY_]Ljmkl]]k$Yf\CaeZ]jdqHmZda[DaZjYjqZgYj\Yf\
klYƬe]eZ]jk&
•NaddY_]g^CaeZ]jdqd]Y\kdg[Ydemfa[ahYdala]kafklYƬj]l]flagf$o`ad]Ydkg
having a reputation for developing great leaders.
• One person manages Village communications and delivers information
across a wide range of mediums to ensure the widest reach.
•KlYƬ`Yn]l`]ALkmhhgjll`Yll`]qf]]\lg\gl`]ajbgZko]dd&
• The Village is focused on high quality service delivery and customer service
^gjlYphYq]jk$Yf\akY\]imYl]dqklYƬ]\lge]]ll`Yld]n]d&
• The Village seeks community input in a variety of ways, beyond attending
public meetings.
• The Village is seen as a place that thoughtfully evolves over time, supported
by a rich history.
• Kimberly Public Library is a destination for small businesses, remote
workers, and entrepreneurs.
• Kimberly Public Library partners with businesses inside and outside the
NaddY_]Zgj\]jklggƬ]jl`]oa\]kljYf_]g^hjg_jYeeaf_Yf\k]jna[]klg
users.
Danielle L. Block
Village of Kimberly
Administrator
920-788-7500
dblock@vokimberly.org
June 2022 - October 2022
SWOT
Challenge:
<]kaj]\
Gml[ge]ZqLae]daf]J]kgmj[]k
F]]\]\Afl]jfYdD]Y\
2023-
2024 Research
Village
Administrator,
Department
Heads
2023-
2024
Research,
Leadership sets
expectations
Village
Administrator,
Department
Heads
2023-
2024
Leadership sets
expectation
Village
Administrator,
Department
Heads
2023-
2024
Leadership sets
expectation
Village
Administrator
2025-
2026
Budgetary
support,
Leadership sets
expectation
Village Board,
Village
Administrator
Hiring and Turnover Woes / Private
Sector Competition for Recruitment
Village of Kimberly 5-Year Strategic
Plan
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CaeZ]jdq
d]Y\kdg[Yd
emfa[ahYdala]k
afklY^^
j]l]flagf$
o`ad]Ydkg
`Ynaf_Y
j]hmlYlagf^gj
\]n]dghaf_
_j]Yld]Y\]jk&
Strengths Opportunities
Good Team Dynamic on
Staff
Different Views on the
Future of Work
Public Trusts Village as an
Organization, Engages Well
with Older Residents
Drive Younger Resident
Engagement
Focus on Customer Service Economic Development isn't
ever "done"
Focus on Employee
Retention
Weaknessess Threats
Hiring and Turnover Woes Staff Burnout
Current Space Needs Private Sector Competition
for Recruitment
Broad Spectrum of Customer
Needs
Human Resources Expertise
Gap
Staff Need Tech Support Fear of Changing the Status
Quo
Village of Kimberly SWOT Analysis
13
STRATEGIC PLAN
CaeZ]jdq$OA
Project Information
Allyson Brunette
Kristen Fish-Peterson
Dayna Sarver
26
14
PROJECT UNDERSTANDING
9kYƭjkl%jaf_[alqafl`]Eaff]Yhgdak%Kl&HYmde]ljgYj]YYf\`]Y\imYjl]jk
to several corporations, the ability for the city’s industries to grow and
house a potentially growing and diverse talent pool is critical. The City’s
Comprehensive Plan set the following long-term goals:
• Understand the Local Business Environment
• Develop Economic Partnerships
• Retain and Expand Existing Job Base
• Strengthen Link Between Land use and Economy
• Promote Amenities to Attract Workers
L`];alqg^?gd\]fNYdd]qƄk@gmkaf_Yf\J]\]n]dghe]fl9ml`gjalq @J9!ak
k]]caf_hjghgkYdk^gjYƭn]%q]Yj;alq%oa\]=[gfgea[<]n]dghe]flKljYl]_a[
9[lagfHdYf HdYf!&L`akHdYfoaddhjgna\]gn]jYj[`af_eakkagfYf\_gYdk^gj
l`]@J9Ƅkf]plƭn]q]Yjkg^ogjc&AfY\\alagf$aloaddgmldaf][d]Yj$e]YkmjYZd]
and implementable tasks or projects to achieve those objectives in the short-,
mid-, and long-term. The Plan will also complement the work of other City
\]hYjle]flk$hdYfk$Yf\]Ƭgjlk&
SCOPE OF WORK AND DELIVERABLES
LYkc)2<g[me]flJ]na]o
Our team will review background documents to build on existing knowledge
and to better understand current initiatives and programs that may be
j]d]nYfllgl`akogjc&Kh][aƭ[\g[me]flkaf[dm\]l`]^gddgoaf_2
•2040 Comprehensive Plan
•Downtown Studies Phases I - Ill
•User Experience Framework
•The Golden Map
• Existing Tax Increment District Plans
• Minnesota Department of Employment and Economic Development
<==<!ImYjl]jdq;]fkmkg^=ehdgqe]flYf\OY_]k QCEW!
•E]ljghgdalYf;gmf[ad;geemfalqHjgƭd]gfGolden Valley
•Highway Transitway Corridor Study
•Hwy 169 — St. Louis Park/Golden Valley to Brooklyn Park study
SECTION 3
SECTION 4
27
15
LYkc*2<YlY?Yl`]jaf_
Our team will conduct an Economic Base Analysis by gathering industry and
workforce data, analyzing trends and key characteristics locally and regionally.
We will look at employment by industry, labor force participation rate,
unemployment rate, educational attainment, wages by industry, and commuting
characteristics from publicly available sources. We will conduct a retail gap
analysis. Data sources will include but not be limited to:
• U.S. Census Bureau
• U.S. Bureau of Economic Analysis
• U.S. Bureau of Labor Statistics
•Esri
• Placer.ai
We will also gather the following data items from local and regional sources if
available:
• Business starts
• Accelerator and/or incubator participation trends
•Job postings
• Location quotients
• Skill level and skills gaps by industry
LYkc+2;geemfalq=f_Y_]e]fl
MZld,'*3Ikhc^\mDb\d&hƭF^^mbg`
L`akca[cgƬe]]laf_oaddk]jn]Ykl`]hjgb][lƄkƭjkl^g[mk_jgmhYko]ddYkk]jn]
administrative functions. The proposed agenda is as follows:
1.9Ưjel`]gn]jYj[`af__gYdkYf\gZb][lan]k^gjl`akhjgb][l3
2. Gain insight on existing plans, policy documents, and key relationships;
3. Understand the economic history, challenges, and opportunities in
Golden Valley;
4. Learn more about resources available to the community and other
related entities;
5. Determine the stakeholder list for interviews and discuss makeup of
focus groups;
6. Set recurring meeting dates and the preferred meeting method.
MZld,'+Bgm^kob^plZg]?h\nl@khnil
O]oadd[gf\m[lafl]jna]okYf\^g[mk_jgmhk afh]jkgfYf\najlmYddq!&Gmjl]Ye$
oal`l`]YkkaklYf[]g^[alqklYƬ$oadd[gf\m[lhmZda[af^gjeYlagf_Yl`]jaf_oal`2
• Existing large, medium, and small businesses in Golden Valley as well
as business leads. Special attention will be given to underrepresented
businesses in the community.
• Property owners, developers, and brokers that work in, or have
considered working in, Golden Valley.
• HRA Commissioners, DEI Commissioners, City Council members, and
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economic development activities and priorities.
• Residents will provide valuable input on preferred development types,
placemaking amenities, and demand for retail or services
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• Other local stakeholders such as Golden Valley Business Council, Metro
Council, utility companies, school districts, and historical society
• Regional stakeholders such as Hennepin County and Minneapolis
Regional Chamber
The goals of the input gathering will be to:
• determine what attracts and is keeping existing businesses in the area
• understand existing and future business operational needs
• determine opportunities and gaps in existing programs, pain points in
existing policies, as well as what kind of business support network is
needed for growing employers in the area
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To better understand the local business environment, retain existing companies,
and gain insights into their needs should they choose to expand, we will
conduct a business climate survey of existing businesses. The survey will
uncover business needs, identify local factors or trends that might lead
a company to shut down or relocate, and identify at-risk companies.
Business climate surveys typically include the following question
categories:
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• Business climate
o Barriers to growth (Regulatory issues, labor and training
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o Satisfaction with public services and facilities
o Past utilization of and satisfaction with local business assistance
programs
We will also include questions to help identify any inequities in economic
development practices and policies, and residents’ access to economic hubs.
The survey results will be useful in identifying existing relationships, potential
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Evaluating the community using this method provides a thorough overview
of what Golden Valley could be facing and what the community can use to
both maximize the opportunities and minimize the threats. Data gathering
will inform the SWOT analysis. The SWOT analysis will identify Golden Valley’s
competitive advantages and contribute to the rest of the plan.
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The Business Development, Attraction, Retention, and Expansion Strategy will
include the following:
• Target Industry Attraction strategy for gaps in retail and service
industries, the downtown, commercial, and industrial areas
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ensures diversity, equity, and inclusion in the process
• Marketing and communications strategies
• Placemaking strategies such as transit-oriented development, housing,
streetscaping, bike/pedestrian safety, and amenities
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TIMELINE
2025 2026
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Task 1: Document Review
Task 2: Data Gathering
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Task 3.2: Interviews and Focus Groups
Task 3.3: Business Climate Survey
Survey Promotion
Survey Analysis
Task 4: SWOT Analysis
Task 5: Recommendations
Task 6: Implementation Plan
Development Monitoring and Metrics
Plan Drafting
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l]je -#q]Yjk!aehd]e]flYlagfkljYl]_a]klgY[`a]n]?gd\]fNYdd]qƄk][gfgea[
development goals. The implementation plan will include a timeline, responsible
parties, the city’s role, key performance indicators, cost estimates, funding
sources and expected outcomes for each goal. Responsible parties will include
existing partnerships or partnership development with GreaterMSP, Hennepin
County, and the Minnesota Department of Employment and Economic
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kmhhgjll`]eakkagf$_gYdk$Yf\Y[lagfhdYf&;gkl]klaeYl]koaddaf[dm\]ƭfYf[aYd
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will build on the 2040 Comprehensive Plan, the 2025 Budget, and the Capital
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SECTION 5
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30
722 Traveler Lane
Madison, WI 53718
Phone: 715-581-1452
kristen@redevelopment-resources.com
www.redevelopment-resources.com
THANK YOU
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EXHIBIT B
FEE SCHEDULE
32