104-24 Exhibits-Economic Development Counsultant - 2024.pdf

evant matters. Craig currently mentors and trains aspiring young real estate developers in real estate development under the auspices of Equitable Sustainable Redevelopment (ESR) Training Academy. In addition, he developed and taught for several years a 12-week, youth entrepreneurship training program to college- bound, inner-city young men and women of color for the New York City Chapter of the 100 Black Men of America. He is also a member of civic and community organizations where he served on the board of the Housing and Community Development Network of New Jersey and served as past board chair of HANDS Inc. in the city of Orange, NJ. Craig attended Rider College for his Bachelor of Science (BS) degree in Business Administration and Rutgers University’s Graduate School of Management for his MBA degree in Finance. He holds several professional certifications and licenses from national and state recognized institutions, including NDC’s Economic Development Finance Professional (EDFP) Certification and a New Jersey real estate license since 1986. 24

EQUITABLE DEVELOPMENT CONSULTANTS, L.L.P. is a community economic development consultant firm established in 2002 to focus on the development and implementation of market-driven, economic development projects and initiatives that foster economic growth and promote sustainable and equitable development. Our mission is seeded on a firm commitment toward building strong inclusive community economies, which includes creating equitable economic opportunities for all community stakeholders. The essence of our services is to: Recommend, develop, and support community-based economic development strategies and initiatives that will increase economic opportunities and redevelopment; Facilitate and assist with the development and implementation of commercial revitalization strategies to enhance economic vitality and growth of commercial corridors; Provide real estate feasibility analysis, project management, and project finance support for residential, commercial, and mixed-use development projects; and Propose and develop training and support to developers, municipalities and other stakeholders on redevelopment, real estate and economic development programs, incentives, and strategies. Over the years, Equitable Development Consultants, L.L.P. has provided consultation, project management, and training services to Community Development Corporations (CDCs), for-profit developers, merchants associations, businesses, investors, governmental agencies and other stakeholders on the planning, development, and implementation of various economic, business, and real estate development projects. Previously, he served as the Director of Community Economic Development for the Housing and Community Development Network of New Jersey (the “Network”) and served as the Director of Economic, Commercial and Industrial Development at the South Bronx Overall Economic Development Corporation (SOBRO). 25

Equitable Development Consultants, L.L.P. has provided consultation and training services to community development corporations (CDCs), for-profit developers, merchants associations, community institutions, entrepreneurs, governmental entities and other stakeholders on the planning and implementation of various economic, business, and real estate development projects. Representative Client List: Bridge Street Development Corporation, Brooklyn, New York Project Profile: Conducted retail market analysis and developed the economic development strategy for the revitalization of two of Bedford Stuyvesant neighborhood commercial corridors – Tompkins Avenue and Malcolm X Boulevard; Spearheaded the development of the Bedford Stuyvesant Neighborhood Commercial District Plan; Organized and established the Tompkins Avenue Merchants Association and the Malcolm X Merchants Association; Facilitated and led building rehabilitation and façade improvement projects; and Secured several millions in public funding for predevelopment efforts, façade and streetscape improvement projects, business retention and attraction, and marketing. Jersey City Redevelopment Agency, Jersey City, New Jersey Project Profile: Conducted market and feasibility assessment of the city’s proposed retail incubator on Martin Luther King Drive in Jersey City, New Jersey. New Road Community Development Group of Exmore, Exmore, Virginia Project Profile: Facilitated the creation of an economic development strategy for the New Road neighborhood; Assessed the financial feasibility of the New Road Village Plaza and secured initial funding for project implementation, and advised and assisted the Executive Director with the organization, redevelopment, and ownership of a long-standing segregated community in Exmore, Virginia. Parkside Business and Community in Partnership, Camden, New Jersey Project Profile: Assisted with the implementation of the neighborhood economic development strategy for the Parkside Neighborhood Strategic Plan; Developed and implemented local marketing strategy to attract new retailers, investors and customers to the commercial district; Facilitated the reuse and redevelopment of abandoned mixed-use buildings using best practices for redevelopment and creative placemaking, and conducted due diligence toward the redevelopment of several

acilitated the reuse and redevelopment of abandoned mixed-use buildings using best practices for redevelopment and creative placemaking, and conducted due diligence toward the redevelopment of several underutilized redevelopment sites; Provided business retention and expansion assistance support including managed and financed the rehabilitation and establishment of a locally-owned and minority-owned laundromat on Haddon Avenue; Organized and established the Haddon Avenue Merchants Association; and Leveraged the organization’s public funds to secure several millions dollars for rehabilitation and new construction of several redevelopment initiatives on Haddon Avenue. 26

Regional Community Economic Development Initiative for the 7th Congressional District of Alabama (Initiative 7), Birmingham, Alabama Project Profile: Created an asset-based economic development implementation model that integrated wealth creation within the Black Belt region of Alabama; Organized and facilitated county-wide, community-based economic development district meetings; Developed economic strategy around value added agricultural and four (4) recommended, area specific, economic development strategy; and Designed and coordinated a technical assistance delivery system which incorporated a capacity building platform for community-based economic development practitioners which led to several community-based economic development initiatives, including the development of a minority-owned, medical office facility in Selma, Alabama. Economic development is one of the key barometers to measure the health of many communities and cities. Commercial corridors often influence the image of the community and often serve as the center of activity for residents and visitors. Therefore, it is critical that the public, private and nonprofit community collectively address the myriad of economic and physical needs and implement various strategies and activities, including business retention and expansion, new business development, redevelopment, and planning to sustain, support, and bolster economic growth. 27

Tab 5: Sample Client Projects Ths section includes sample client projects related to economic development planning. Nishuane Group prepared economic development elements to master plans for urban municipalities.

Client: City of Orange Township, NJ Location: City of Orange Township, NJ Project Features: Master Plan Outreach and Engagement Historic Preservation Project Setting: Urban Area Nishuane Group Team PROJECT PROFILE: MASTER PLAN Menbes . . Gerard Haizel, PP,AICP. City of Orange Township Master Plan eee ESRI RUSE Shawna Ebanks, AICP The Challenge Joseph Daguman Before the adoption of its new master plan, the City was operating from a 2006 master plan. With a rapidly changing and diversifying population, community engagement was a crucial component. The City was experiencing significant changes in its development patterns that were not reflected in the existing (old) master plan. The City’s rapidly changing population was changing the demand for various types of housing, with a growing predominance of single-headed and smaller families. This factor was placing pressure on the City's older and historic housing stock. Additionally, with the City becoming more diverse racially, ethnically and socio-economically, community outreach and engagement around the development of the master plan was particularly challenging. Our Process Nishuane Group designed an outreach and engagement process that encouraged active participation across the resident community and gave traditionally “hard to reach” constituents like the youth and seniors, an opportunity to have meaningful input in the planning process. Innovative engagement strategies that involved a variety of activities were tailored to the various constituent groups. Nishuane Group Planners facilitated discussions and encouraged participation to articulate their concerns about each element area of the plan. Special workshops were held for young professionals and millennials, a traditionally under-engaged group, but one whose input was deemed crucial for the future of the City. Additionally, focus group session were conducted with targeted groups, including NGOs, the Arts community, the Clergy and the Municipal Council. The Result The Master Plan for City of Orange Township is a broad and dynamic document which articulates a vision for a City that is rapidly growing and becoming more diverse. The Plan provides a vision for the future of the City that captures the many disparate perspective, all looking in one direction.

MASTER PLAN 2020. fRO Tm CITY OF PLAINFIELD, NEW JERS Location: = City of Plainfield, NJ .. < i Project Features: " Master Plan Outreach and Engagement Sustainability Project Setting: Urban Area > . Nishuane Group Team Members: PROJECT PROFILE: MASTER PLAN Sen Natia Pace Steven Martini, PP,AICP City of Plainfield Master Plan Mrunmayee Atre, PP, AICP Simran Riar The Challenge The City of Plainfield has among its many assets, two active train stations, both of which provide a one-seat ride in to Manhattan, New York City. These stations, have attracted significant development interest over the past several years, with the City seeing one of its largest development booms in recent time. A major focus of the City’s master plan was to manage this development and ensure its seamless integration into all aspects of Plainfield community, while fully leveraging this transportation asset. In the years leading up to the start of the master plan development, the City had relied on a series of redevelopment plans to both incentivise development around the City's two train stations and to ensure that new development was well integrated into the existing fabric of the City. While welcoming measured growth, great care was needed to develop the appropriate polices and strategies that would ensure that the essence of what made the City the unique place that it is, was not lost. Our Process Nishuane Group undertook a process that sought to balance the ongoing needs of existing residents and the demand from new development. Existing community facilities, including parks, recreation and open space were assessed in the context of new/proposed development. ‘Sustainability was also a special focus, to ensure than new development utilized green building practices. The City’s arts and cultural sector was also identified as an important component of the City’s community fabric, which would be crucial in integrating new development. The Result The Master Plan for City of Plainfield provides a road map for transit oriented development = around the City’s two train stations, which is well integrated into the existing fabric of the ? City. Planning for new and expanded community facilities was identified and changes in existing zoning was recommended, where it would facilitate more seamless integration of new development. Both the planning process and the final Master

mmunity facilities was identified and changes in existing zoning was recommended, where it would facilitate more seamless integration of new development. Both the planning process and the final Master Plan has helped to ease tensions between existing residents and new development.

Work Samples Comprehensive Master Plan Community Engagement & Facilitation 2018-Master-Plan (eastorange-nj.gov) 2018-Master-Plan (eastorange-nj.gov) Community Engagement Summary begins on page 260 O Project purpose timeline: Community engagement and facilitation for over sx months for the development of a comprehensive master plan for an urban municipality. O Specific services provided to client(s) by frm and/or subcontracted: Community engagement and facilitation of targeted workshops and public outreach events were provided by the Nishuane Group to the municipal client as part of the development of a Comprehensive Master Plan for the City of East Orange, New Jersey. The workshopsincluded a staffed by a member of the Master Plan Team from the Nishuane Group. In a free-flow movement from Topic Table to Topic Table, residents of East Orange offered ideas, suggestions, critiques and concerns related to the four (4) topics, which were discussed and recorded on flip charts. A Topic Table Cheat Sheet and reference maps were also available to guide discussion at the tables when necessary. Our fim also ensured spaces for young professionals, students and kids to provide input into the master plan development process as well. See link above for more details. O Deliverables: (7) seven community engagement workshops (5) five summer and fall outreach public events Survey © Short-term outcomes: Successful completion of twelve public outreach events; Use of social media TagBoard.com; Survey resulis and community feedback were incorporated into the development of Master Plan Nearly 200 respondents completed survey related to the Master Plan co Long-term outcomes: Created community engagement framework for future master plan efforts Incorporated wide stakeholder and community feedback into the development of a final Master Plan o Contact information for relevant client personnel: Tiffany Delaney-Hanris Director of Planning, Policy and Development City of East Orange, New Jersey F973) 266-5140 or (973) 266.5351 E Tiffany. Hanis Delaney@eastorange-nj.gov 31